What is the definition of first-order change in regard to managing change in an organization? Give an example. Provide a reference. What is the definition of second-order change in regard to managing change in an organization? Give an example. Provide a reference.

What is the definition of first-order change in regard to managing change in an organization? Give an example. Provide a reference. What is the definition of second-order change in regard to managing change in an organization? Give an example. Provide a reference.

Principles of Management

OER 2019th Edition

ISBN:9780998625768

Author:OpenStax

Publisher:OpenStax

Chapter10: Organizational Structure And Change

Section: Chapter Questions

Problem 8CRQ: What questions may be used to guide OD and change management?

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Create a Group Control System Step 1. From into groups of three to five students. Each group will assume that another student group has been given an assignment of writing a major paper that will involve research by individual group members that will be integrated into the final paper. Each group member has to do his or part. Step 2. Your assignment is develop a list of rules and identify some statistics by which to control the behavior of members in that group. Brainstorm and discuss potential to govern member behavior and consequences for breaking those rules. Step 3. First, select the five rules that you think are most important for governing group member behavior. Consider the following situations that rules might cover; arriving late for a meeting: missing a meeting: failing to complete a work assignment; disagreements about desired quality of work; how to resolve conflicts about paper content; differences in participation , such as one person doing all the talking and someone else talking hardly at all; how to handle meetings that start late; the use of an agenda and handling deviations from the agenda; and any other situation that your group a cover. Step 4. Now consider what statistics could be developed to measure the behavior and outcome of the group pertaining to those five rules. What kinds of things could be counted to understand how group is performing and whether members are the following rules? Step 5. Discuss the following questions. Why are rules important as a means of control? What are the advantages and disadvantages of having many rules (hierarchical control) versus few rules (decentralized control) for a student group? How can statistics help a group ensure? appropriate behavior and a high-quality product? Step 6. Be prepared to present your conclusions to the Class.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Introduction – Explain in your words what Lewin's process model related to organizational change consists of. Explain its components. Development – Establish the difference between the concepts of organizational development and those of organizational change. At what times is development promoted and at what times is change? Conclusion – Of the key aspects that a manager uses to successfully manage change in the organization, choose two (2) and reflect on why you consider them important for managing organizational change.
Mental Models One of a manager’s most important skills is to be able to identify solutions to operational problems and manage corrective actions (change) to improve performance. Many times, it is the latter (change) that becomes the most difficult to manage. This challenge stems from presence of mental models, which are deeply ingrained beliefs, assumptions, and generalizations of how something should work, perform, function, etc. Mental models can have a detrimental effect on implementing change. For this Discussion, consider an organization that you are familiar with and post the following: Provide a brief description of the organization. Describe a mental model that you have witnessed and that has interfered with or prevented an improvement process from being implemented. Finally, give your thoughts about whether you think this mental model can be overcome.
A framework for change, which has four quadrants, is the important determinant of organizational change management. Each of the quadrants has a distinct focus in terms of change. (a) Analyse the types of changes involved in each quadrant based on the framework. (b) Suggest an example of changes that would fit into each of the quadrants of theframework for change.
understanding planned change within an organizational setting requires knowledge of models, how to promote successful change, and the challenges resulting from resistance to change. The influence of an organization’s culture is a key factor that can support or prevent change within an organization. The perspective of systemic change is also critical for the success of change efforts. For this assignment, you will review the following scenario and develop a presentation on planned organizational change for a local chamber of commerce. Scenario As a skilled organizational consultant, you have been asked to deliver a presentation on Planned Organizational Change to a local chamber of commerce located in a mid-sized metropolitan area. The members are very interested in learning how to plan and manage the needed changes for their businesses to be competitive and grow, while still maintaining basic values in their business culture of treating employees fairly and providing excellent customer…
understanding planned change within an organizational setting requires knowledge of models, how to promote successful change, and the challenges resulting from resistance to change. The influence of an organization’s culture is a key factor that can support or prevent change within an organization. The perspective of systemic change is also critical for the success of change efforts. For this assignment, you will review the following scenario and develop a presentation on planned organizational change for a local chamber of commerce. Scenario As a skilled organizational consultant, you have been asked to deliver a presentation on Planned Organizational Change to a local chamber of commerce located in a mid-sized metropolitan area. The members are very interested in learning how to plan and manage the needed changes for their businesses to be competitive and grow, while still maintaining basic values in their business culture of treating employees fairly and providing excellent customer…
The right vision affects organizational change in all of the following ways except: a. Ensuring that the blue sky hits the road. b. Attracting committment and energizing people. c. Creating meaning in employee's lives. d. Establishing a standard of excellence.
What is considered change management? Briefly explain ‘Ackerman’s (1997)’ three types of change.
An organizational change model provides a basis for exploring what needs to change and offers a process to initiate change. Burke (2018) states "These models represent an integration of content and process and have evolved from both practice and theory" (p.207). Identifying the need for change, the organization's readiness to change, and potential resistance to change, determines how change is approached. Of course, application of specific change models can present challenges. However, Michels and Murphy (2021) developed a nine-trait framework for measuring an organization's change power using four of the most common company archetypes, therefore identifying factors that can increase an organization's ability to change. In the same way, Radel (2021) demonstrates the simplicity of a change framework and the McKinsey 7S Model in a visual diagram of all the necessary components for change to happen. As you explore conceptual and integrated models for understanding organizational…