As time changes‚ communication changes. The skill of handwriting a letter had slowly went away by fast moving time‚ now the email had been a most preferred method of communication. There are varieties of difference in handwritten letter and email messages‚ still are very similar. In the Old aged‚ where social events were more favored‚ handwritten letters were valued. In today’s world‚ email has replaced the old aged of letter writing. While there are many advantages to email‚ the handwritten letter
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|ORGANIZATIONAL CHANGE AND STRESS MANAGEMENT | LEARNING OBJECTIVES After studying this chapter‚ students should be able to: 1. Describe forces that act as stimulants to change. 2. Summarize sources of individual and organizational resistance to change. 3. Describe Lewin’s three-step change model. 4. Explain the values underlying most OD efforts 5. Identify properties of innovative
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PART ONE Understanding change Perspectives on change The ethics of organizational change Planned change and its critics Strategic change Building and developing competitive advantage 3 39 73 11 1 147 CHAPTER 1 Perspectives on change 1.1 Introduction 1.2 Perspectives on change 1.2.1 Modernity‚ progress‚ and change 1.2.2 Pathways to change 1.3 Structural-functional change: changing structures and functions 1.3.1 An organization is a complex whole 1.3.2 Structural theory 1.4 Multiple constituencies:
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OD and Change The Message Is Clear - Change Or Disappear “There’s no off season anymore” - Nolan Ryan “You miss 100% of the shots you never take” - Wayne Gretsky “Somebody has to do something‚ and its just incredibly pathetic that it has to be us.” - Jerry Garcia‚ the Grateful Dead CHANGE - AN ONGOING PROCESS Companies no longer have a choice‚ they must change to survive. Unfortunately‚ people tend to resist change. It is not easy to change an organization‚ let alone an individual. This
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high-profile articles breaking Thai taboos about public discussion of the role of the monarchy in the crisis as well as the succession. Thailand political situation is described uncertain. The crisis escalated and increasingly affected the economy. ZEN Department Store can lose some revenue due to the tourist segment that scare to travel to Thailand. Also this incident might draw lot of investors out from Thailand too. Economic Refer to World Bank‚ its forecast for Thailand’s 2008 GDP growth to 5% from
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Chapter 2 Images of Managing Change Learning Objectives • • • • • Understand the importance of organizational images and mental models. Identify different images of managing and of change outcomes. Outline six different images of managing change. Identify the theoretical underpinnings of these six change management images. Understand the practical implications of the six images and how to use them. Images of Managing Change Images of Managing Change ◦ Top-down view of
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Daugherty Informative The Alaska Department of Fish and Game In the beginning‚ Game management in Alaska was almost non-existent. It started in 1949 just as a fishery service put into place by the Territorial Legislator. The idea of the this wasn’t to control all the fish‚ but to influence the federal government ’s way of looking at fish management in Alaska. It wasn’t until 1957 when the Alaska Fishery Service was changed to the Alaska Department of Fish and Game. The first commissioner
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1 THE NEED FOR ORGANISATIONS TO CHANGE 3 1.2 AIM OF DISCUSSION 3 2 PREPARING AN ORGANISATION FOR CHANGE 4 2.1 THE CONCEPT OF CHANGE 4 2.2 THE USE OF CHANGE AGENTS 5 2.3 THE LEARNING ORGANISATION 5 2.4 DEVELOPING A CHANGE MODEL 6 2.5 PREPARING NISSAN SA FOR CHANGE USING KOTTER’S EIGHT STEP PLAN 6 2.5.1 Establish a sense of urgency 6 2.5.2 Form a powerful coalition to lead change 7 2.5.3 Create a vision for change 7 2.5.4 Communicate the vision 7
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In our everyday life‚ we make decisions‚ decisions that may change the world we live in‚ if only slightly. However‚ each decision we make has an impact on our life and is therefore important. Each time we choose one thing over another‚ we draw from our previous knowledge to make the best choice we can. However‚ the ideas and thoughts that actually dictate how we make our choices are the morals that we base our life on. For some‚ these morals are simple and do not reflect what their life means to
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Chapter 15: Leading Change Your Leadership Challenge After reading this chapter‚ you should be able to: • Recognize social and economic pressures for change in today’s organizations. • Implement the eight-stage model of planned change. • Use appreciative inquiry to engage people in creating change by focusing on the positive and learning from success. • Expand your own and others’ creativity and facilitate organizational innovation. • Use techniques of communication‚ training‚ and participation
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