A noted organization theorist said, “Pressure for change originates in the environment; pressure for stability originates within the organization.” Do you agree? Discuss
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A noted organization theorist said, “Pressure for change originates in the environment; pressure for stability originates within the organization.” Do you agree? Discuss (Word Limit 150-20)
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- find four scholarly journal articles that describe a plan for instituting organizational change. Provide a brief evaluation of at least two different generic change models that might be used to address the change needed in your organization (An example of a scholarly change model is Kotter, J. P. (2005). Leading change. Leadership Excellence, 22(11), 5-6. It is not required that you use this model.)Explain the role of leadership that may exist within The Phoenix Group and how thestructure and culture of the organisation may support effective transitional change.(Suggested word count – 1400 words). Refer to the case study below https://www.employeebenefits.co.uk/phoenix-group-fairness-benefits-strategy/[Accessed 20th June 2019].Jeffrey Pfeffer and Robert Sutton (2006) advise change managers to focus on four issues (create dissatisfaction, give direction, have faith, and embrace the mess) to ensure that, once the decision to go ahead has been taken, change happens fast and is effective. QUESTION Elaborate the four issues stated by Jeffrey Pfeffer and Robert Sutton (2006). Examine any FIVE (5) reasons why transformation efforts fail and the remedy to overcome it.
- True or False1. Organizations embrace change.2. Employees embrace change.3. Every organization has a unique culture4. People and groups define the culture.5. Communication is the process that defines the culture of the organization.6. Leaders can improve productivity and job satisfaction with organizations.7. Adjusting work design does not constitute a form of change.8. Effective change takes extensive planning.9. Changes can take place at the macro or the micro level.10. The clique is an example of the micro level.11.Technology has not contributed to the informal and formal leadership models.12. Motivation is most effective when it comes from within.13. Globalization has no real effect upon an organizations results.14. Ethical organizations are driven by culture.15. Identifying what changes are needed within the organization is a major step toward accomplishing the change.16. Without leadership buy-in most change efforts are still successful.In the dynamic landscape of organizational change, the complexity of the process often necessitates a flexible and adaptive approach. The contingency approach to change recognizes that there is no one-size-fits-all solution. Instead, it advocates for tailoring change strategies to the unique characteristics and circumstances of the organization. This approach requires leaders to assess the specific challenges and opportunities within their organizational context and adjust their change initiatives accordingly. Factors such as the organizational culture, employee readiness, and external environmental factors play crucial roles in determining the most effective change approach. By acknowledging and responding to the contingent nature of change, organizations can enhance their agility and resilience in the face of evolving internal and external dynamics. Question: How can organizational leaders effectively identify and assess the key contingencies that influence the success of change…9) Assume that you are a departmental head where you recently found that some of your team leaders need to develop their skills in practically dealing with macro level issues of their respective teams. Which specific training or course you would advise them to undertake at a business school? Organization Development Organizational Behaviour Human Resource Management Organization Theory 10) ______ decisions are taken in a crisis situation. Programmed Non-programmed Rational Non-rational 11) The organization has a responsibility to help displaced/ laid off workers to cope with the loss of their jobs and get reestablished in the job market is known as? Communicate more not less Help survivors thrive Provide assistance to displaced workers All of the above 14) One of the key characteristics of the mechanistic structure is ____ Flexibility and adaptability Flexibility…
- Change occurs frequently in an organization. While most changes are slight and do not disrupt operation, embarking on a planned organizational culture change is different because it is a lengthy process and requires buy-in from all stakeholders for successful implementation. That is why change is often initiated after an organization is a "burning platform" (Siren, Anthony, and Bhatt, 2022, p. 50). Of course, even with the best designed plan for change, challenges are inevitable. Burke (2018) offers a perspective of the change process as "usually linear", however, the actual implementation is chaotic and requires adaptability every step of the way (p.10). Most importantly, the pace of change today is different than in the past, therefore, organizations need to consider their approach to change to remain competitive. As you reflect on your professional experience, why is implementing organizational culture change especially challenging, and as a rule takes longer than anticipated?…1. 1. The Article "Why Transformation Efforts Fail" calls out some of the pitfalls that can impact the success of companies' change management processes. This artcile is old, so the examples provided are old too :) Find a more recent example of a failed change management initiative, and describe it. Then, connect it to the article and align the issues experienced by the company to one or more of the pitfalls. 2. In lecture, we talked about some of the characteristics of strong change agents. Find a company that has had an effective change initiative that relates to the effectiveness of its CEO or leader. What characteristics do you think that leader possesses? Why?As part of the diagnosis of the client-company culture, an external manager, a specialist in planned change, analyzes the degree to which employees are willing and competitive, which reinforces their zone of stability, and prevents them from being oriented towards feeling satisfied. . The fundamental characteristic of the organizational culture that the manager analyzes is called: Select one: a.Team orientation. b.Dynamism. c.Focus on results. d.Stability.
- Gore’s Flat Structure Works WellImagine an organization with more than 10,000 employees working in 30 countries around the world—with no hierarchy structure. W. L. Gore & Associates, headquartered in Newark, Delaware, is a model of unusualbusiness practices. Wilbert Gore, who left Dupont to explore new uses for Teflon, started the company in 1958. Best known for its breathable, weatherproof Gore-Tex fabric, Glide dental floss, and Elixir guitar strings, the company has no bosses, no titles, no departments, and no formal job descriptions. There is no managerial hierarchy at Gore, and top management treats employees, called associates, as peers. In 2005, the company named 22-year associate Terri Kelly as its new chief executive officer. Unlike large public corporations, Gore’s announcement was made without much fanfare. Today, more than 12 years later, Kelly continues as chief executive but is the first to admit that it’s not about the CEO at Gore—it’s about the people who work there…Post a 3–4 paragraph analysis of the impact of changes within a complex adaptive system on a transformation in an organization. Next, explain the potential impact of complex adaptive systems on leadership and innovation within an organization. Use examples of potential changes to the organization to support your response.Extend the conversation by identifying implications for practice or research, as well as for your own research agenda, where appropriate. Be sure to integrate one or two new related, and engaging, questions that will extend the discussion about your post in constructive ways.26. Leaders of a company are concerned that there will be many obstacles to the change process. They are especially concerned about managing resisters and ask the managers to look for that behavior in employees. As a manager, which behavior can be influenced with resistant employees? A.They are anxious about learning new information and processes to do the same job B.They misunderstand the reason for the change due to poor communication. C.They assume that the change may be harmful but necessary. D.They fear the unknown and gaining more responsibilities in their current role.