• Case Study Rav
    ) organise the process for managing change into five major activities: motivating change, creating a vision, developing political support, managing the transition, and sustaining momentum. This paper will examine each of these activities in accordance with the approach adopted by the former rural...
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  • Managing Change
    corporation. The reason is that the company needs to catch up and fit to the speed of the development of world, economic, and technology (Cummings and Worley, 2008). The planned or unplanned changes can happen to a company. This essay will provide the general knowledge about the organizational change...
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  • Addressing Challenges of Groups and Teams
    Addressing Challenges of Groups and Teams December 10, 2012 LDR 531 Leo Maganares Which methods will be used to present the operational change? According to Cummings and Worley (1997) there is a five-phase process for managing change, including: motivating change, creating vision...
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  • Motivation
    : Foundations in Positive Organization Development, 14th ed., Stipes, Champaign, IL. Cummings, T.G. and Worley, C.G. (2009), Organization Development & Change, 9th ed., Cengage Learning, Mason, OH. Gabris, G., Maclin, S. and Ihrke, D. (1998), “Bradford”, Journal of Management History, Vol. 4 No. 4, p...
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  • Organization Development and Its Relevance to the Organizational Context
    technologies, research and the theory” (Burke, 1994: 2). Moreover, from the perspective of emphasizing on the features differentiate organization development from other approaches to organization change and improvement, Cummings and Worley (2005) make the point that: “organization development is a...
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  • Managing Change
    useful tool in planning out the change in order for the change to be and stay forceful and successful.[10] • Geert hofstede’s cultural dimensions o Hofstede uses five dimensions in which a culture can be described. These dimensions include: power distance index, individualism...
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  • Organizational Development
    , MA: Da Capo Press. Corporate Leadership Council. (2001). The Leadership Imperative: Strategies for Increasing Leadership Bench Strength. Washington, DC. Corporate Executive Board. Cummings, T. & Worley, C. (2001). Organization Development and Change, Mason, OH: South Western. Dubois, D. &amp...
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  • Hrod
    as the challenges and uncertainties that an organization will face on a daily basis. (Cummings & Worley, 2007). 5. Resistance to change Changes in the environment in which organizations operate have an effect on how they perform, behave and even survive. Such changes force organizations...
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  • Applying Burke-Litwin Framework in Research
    pertinent information about current operations, analysing the data obtained, and drawing conclusions regarding potential change and improvement (Cummings & Worley, 2005; Slocum & Hellriegel, 2007). Empirical research conducted in the past indicates that successful employee involvement efforts using an...
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  • Changing Corporate Culture at Vodafone
    Re‐appraisal. Journal of Management studies, 41. Jg., Nr. 6, S. 977-1002. Carter, Louis L. 2004. Best Practices in Leadership Development and Organization Change, Jossey Bass. Cummings, Thomas G.; Worley, Christopher G., 2005. Organization Development & Change. 8th ed. Mason, Ohio: Thomson South...
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  • Change
    necessary information to design change interventions as the diagnosing organization process. According to Cummings and Worley (2008), organizational diagnosis is the process of understanding a system’s current functioning which clearly points the organization and organization development practitioner...
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  • Od Interventions
    Bridges, W. (1991, 2003). Managing Transitions: Making the Most of Change. Cambridge, MA: Da Capo Press. Corporate Leadership Council. (2001). The Leadership Imperative: Strategies for Increasing Leadership Bench Strength. Washington, DC. Corporate Executive Board. Cummings, T. & Worley, C. (2001). Organization Development and Change, Mason, OH: South Western...
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  • Employee Benefits
    motivation for change. Determining the content of the feedback can be described using nine properties (Cummings and Worley, 2009). The members of the organization are receptive to the data feedback when they find it meaningful. The inclusion of the managers and employees in the collection of the...
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  • Glengarry Regional Medical Centre
    ’, Deloitte Consulting. Cummings, T. G., & Worley, C. G., (2005) Organisational Development and Change, 8th Edition, Ohio: South-Western College Publishing. Hong L.C and Kaur S (2008): ‘A Relationship between Organizational Climates, Employee Personality and Intention to Leave’, University...
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  • Title X
    change plan, the organizational context must be incorporated. References: Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for change. Human Relations, 46, 681-703. Cummings, T. G.., & Worley, C. G.. (2001). Organization Development and Change. Cincinnati, OH: South...
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  • Human Resource Management
    "create the results they truly desire," and where they can learn to learn together for the betterment of the whole. (Cummings, T. G. & Worley C. G. 2009) Systems Thinking There are five characteristics of a learning organization to guide the organization become more flexible and successful...
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  • Microsoft Corporation
    , implanting and managing change (Cummings & Worley, 2004). Conflict Conflict management can be analyzed by examining the relationship between employees and managers as poor relationships leads to conflicts. It can also be examined by studying the level of communication and interpersonal relationships in...
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  • Socio Technical System
    al.’s conclusions[27]. Managers of self-managing work teams may need assistance in understanding their new role. Simply telling managers to become coaches or facilitators, rather than bosses, may not be sufficient to support behavioural change[28]. Instead, managers may need help understanding the...
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  • Organization Restructuring
    performance and/or exceed production goals (Cummings & Worley, 2001). A field-study by Freeman (1999) proposed different models of and strategies for downsizing. She found that in some cases, the organization involved would change strategies halfway through the process. The change in strategies had no impact...
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  • Organisational Behaviour
    ), John Wiley & Sons, Milton (first edn 2006) Vigoda-Godot E, Drory A, 2006, Handbook of Organisational Politics, Edward Elgar Publishing, Cheltenham Waddel D, Cummings T, Worley C, 2007, Organisational development and change, Cengage Learning Australia, South Melbourne Werner J, DeSimone R...
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