Problem and Issue Identification: General Overriding Problem: The case mainly focuses on the challenges of implementing change programs at Simmons. There is resistance to change. (The sources of resistance are derived from both individuals and organization.) Besides the resistance to change, the dominant organizational culture exists within Simmons is not in consistency with the Simmons’ core organizational culture. This inconsistency further hinders the Simmons from implementing change programs smoothly.
Each country, especially the United States, had an almost isolationistic view of their role in the world. Today, however, we face the challenge of enemies who do not think rationally and will die for what they think is the greater good, so the view of seclusion is not longer valid. The suicidal attitude of these new adversaries makes these types of people’s actions very hard to predict and track which leads to a danger that is unpredictable and around which we cannot devise a defensive plan. Another idea is that the civilized world believes that the economically developed countries take care of the less developed countries. In an article written by James G. Pradke called “Idealism vs. Realism: a Modern Approach to Capitalism Vs. Socialism,” dated April 16, 2010, he quoted Merriam-Webster’s dictionary (2010) which “claims that realism dismisses idealization and presents a theory which focuses on concern for fact or reality while rejecting
Once Lawson went to Sink, it place him in a troublesome position. Since if Sink affirmed the configuration it wouldn't look great. Despite the fact that Vandivier did show the act of groupthink, the fault was continually pushed off to an alternate in this organization emergency. Vandivier was exceeding the expenses of his individual life profits family life vs. business profits when deciding his bearing of morals and choices. Disappointment of correspondence inside workers and offices was hindering and subsequently the authoritative standards ought to be modified inside the partnership.
Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time. According to Amok his style could be title as Directive and Pacetting, which means that entails command and control behavior that at times became coercive. It also involves leading by example and personal heroics. The advantages of these styles are that it fuels innovation, productivity and growth but on the other side ultimately could erode organizational performance, demolishing trust and undermine morale. This type of style can be observd in Alex when he mention that he had been hired to shake up the product team and launch the product quickly.
People are scared to make errors that might lead to destroying their dreams. As discussed in Robert Kelsey’s (2012) article, fears can have a tremendous impact on our career progression, and in fact, our entire lives; they set limitations to our abilities and skills. Furthermore, the argument that states fear as an illusion or barriers we create is unlikely to be true since fear is a spontaneous response that triggers our behaviors towards certain significant events that may be life changing and is, in turn, a crucial part of being a human ("Fear," 2015). Being scared makes people anticipate what may lie ahead rather than planning and evaluating what might happen. On the website, the Mental Health Foundation (n.d.), it was mentioned that fear is an emotion that everyone experiences and is a crucial part of being
Sin #3 Being confused by naysayers Naysayers can destroy the momentum of the balanced scorecard. But they can also strengthen its implementation with all their questioning. Employees may not like the idea of a balanced scorecard because it holds them accountable, it highlights what they do and don’t do, its another thing to do, amongst other reasons. So management should anticipate this reaction and continue with the implementation. Sin #4 Moving with urgency and rushing to enterprise-wide implementation Corporations should not implement a balanced scorecard throughout the entire organization at the same time.
Identifying where change needs to be made is not always obvious in an organisation. Simply challenging the ‘status quo’ or ‘it’s the way we’ve always done it’ can lead to new ideas and ways of ‘thinking outside the box’ that benefit the company. AC1.2 Identify the barriers to change and innovation in the organisation There can be multiple barriers when trying to implement change. The organisation may know they need to make changes but lack of planning or lack of agility can stop progression. Employees and Managers play a
Describe aspects of the political decision-making model that are evident in this case. The political decision-making model is evident in this case. First, CMT’s organization is made up of groups with diverse interest and they accept conflict that is based on doing the best job for the customer. In the case of Seamus and Jeremy, the level of conflict escalated to the point where they would openly declare each other’s inadequacy or incompetence in doing the project. In this model, managers disagree about problem priorities and may not understand or share the
If so, why? I believe that most managers probably use punishment when they feel trapped or pressured from people above themselves. Ultimately, punishment is used as a means of coercing someone into doing something they otherwise are not doing. With any sort of punishment, the offender must be convinced that the consequences of the punishment outweigh the benefit of continuing to do business as usual. If the offender feels as if it is more beneficial to continue to slack off because of the work required to put forth an effort, the punishment will be useless.
Organizational Change: A Stepwise Approach John Doe BUS610: Organizational Behavior (NAB1209A) Dr. Daniel Jacobson Organizational Change: A Stepwise Approach Any change within an organization causes stress and can be difficult for its members. When proposing change, many aspects should be addressed. Owing to the fact that not all change is positive, steps should be taken to determine if a change is beneficial and to minimize any negative impact on all involved. A stepwise approach to determining if a change is needed, then implementing the change and finally addressing any resistance to change should be used. The governing body of the Ute Mountain Ute Health Center should use such an approach in determining and implementing a change in its operating hours.