Homework: three questions (250 Words each) (urgent in 6 hours)
I need your help for writing about the below questions in 250 wordnot including the referencesfor each one, and for each question I need two references.
Question 1:
The past 20 years have seen increasing complexity in the world, and that has influenced change in organizations. Discuss the Four Types of Organizational Change, found in your textbook, and how they have influenced the types of organizational change found in Saudi Arabian companies. What has the impact been on organizations within the country and region? Also, consider The Requirements for Becoming a Successful Change Leader, found in your textbook, to evaluate the leadership role within these organizational changes.
(find the attached file for finding the answer.
Question 2:
The value chain includes costs from research to product design, to production, to marketing and sales, to distribution, and to customer support after the sale. Which areas of the value chain do you think should be included in calculating product costs and why? Where would the other costs be reported, if at all?
Question 3:
Carrefour is a French-owned hypermarket operating in many places, including Saudi Arabia. Consider Carrefour in Saudi Arabia when you, as a customer, judge the quality of the hypermarket.
Explain how quality is evaluated, and the role of technology in the customer perception of quality. Compare Carrefours quality and technology to another hypermarket in the area. Order the following criteria as most to least important for the successful operation of a hypermarket, and for a different industry (not a hyper market) and explain why there are any differences and the implications for operations:
Customer satisfaction
Forecasting
Capacity planning
Location
Inventory management
Store layout
Scheduling
Instructions:
-APA style should be used
-two scholarly, peer-reviewed journal articles references for each questions
-submission within 6 hours.
Chapter 1: Changing Organizations in Our Complex World
Chapter Overview
The goal of the book: develop your ability to initiate and manage change
Environmental factors affecting change are outlined: social/ demographic, technological, political, and economic forces
Four types of organizational change are discussed: tuning, adapting, reorienting, and recreating
Four change roles are described: initiators, implementers, facilitators, and recipients. The terms change leader and change agent are used interchangeably and could mean any of the four roles.
The difficulties in creating successful change are highlighted and characteristics of successful change leader are described.
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Pub.
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Your Experiences with Change
Management
Talk with one another (in small groups) about your experiences with change management.
What does this suggest organizational change management is about?
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Organizational Change: Defined
The intentional and planned alteration of organizational components to improve organizational effectiveness.
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Organization Components
Organization components include the organizations:
Mission and vision
Strategy
Goals
Structure
Processes or systems
Technology
People
When organizations enhance their effectiveness, they increase their ability to generate value for those they serve
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The KnowingDoing Gap
Change capability has become a core managerial competency
But managers abilities to deliver on change are modest at best
There is a major knowingdoing gap
Knowing concepts and theories is not enough
Managers need to become effective agents of change, possessing the will and skills to make positive change happen
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Orientation of the Book
There is a story of two stone cutters:
The first, when asked what he was doing, responded: I am shaping this stone to fit into that wall.
The second, however, said: I am helping to build a cathedral.
This book is orientated towards those who want to be builders.
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Why is change a Hot Topic?
Environmental Forces Driving Changes (PESTEL factors):
Political Changes
Economic Changes
Social, Cultural and Demographic
New Technologies
Legal Changes
Ecological/Environmental Factors
Turbulence and ambiguity define the landscape for both the public and private sectors
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.
Toolkit Exercise 1.2
Analyzing Your Environment
Select an organization you are familiar with. What are the key environmental issues affecting it? List these and their implications for the organization.
Political Factors Implications?
Economic Factors Implications?
Social Factors Implications?
Ecological/Environmental Factors Implications?
Legal Factors Implications?
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New Organizational Forms & Management
Challenges Due to Environmental Change
Macro Changes and Impact
Digitization leading to:
Faster information transmission
Lower cost information storage and transmission
Integration of states and opening of markets
Geographic dispersion of the value chain
All leading to globalization of markets
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New Organizational Forms & Management Challenges (cont.)
New Organizational Forms and Competitive Dynamics
Global small and medium-sized enterprises
Global constellations of organizations (i.e., networks)
Large, focused global firms
All leading to:
Spread of autonomous, dislocated teams
Digitally enabled structures
Intense global rivalry and running faster while seeming to stand still
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New Organizational Forms & Management Challenges (cont.)
New Management Challenges
Greater diversity
Greater synchronization requirements
Greater time-pacing requirements
Faster decision making, learning and innovation
More frequent environmental discontinuities
Faster industry life-cycles
Faster newness and obsolescence of knowledge
Risk of competency traps where old competencies no longer produce desired effects
Greater newness and obsolescence of organizations
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The Causal Model Driving Change
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Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.
Macro Changes and Impacts in the Environment
New Organizational Forms & Competitive Dynamics
Management Challenges in
A New Time
Macro Changes and Impact
Digitization
Integration of States and Opening of Markets
Faster Information Transfer
Lower-cost information storage and transmission
Geographic dispersion of the value chain
Globalization of Markets
New Org Dynamics
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New Organizational Forms and
Competitive Dynamics
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Rise of global SMEs
Rise of global constellations
Rise of large, focused global firms
More intense Red Queen
More intense competitive rivalry
Spread of digitally enabled structures
Spread of autonomous, dislocated teams
Management Challenges
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.
Management Challenges in
A New Time
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Faster decision making, learning and innovation
Greater Time Pacing Requirements
Greater Synchronization Requirements
Greater Diversity
Faster newness and obsolescence of knowledge
More frequent environmental discontinuities
Faster industry lifecycles
Greater Risk of competency traps
Faster newness & obsolescence of organizations
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Common Management Responses to
Competitive Pressures
Running hard, but for all purposes standing still
Called the Red Queen phenomenon (Alice Through the Looking Glass, by Lewis Carroll)
In global competition, what matters is not the firms absolute rate of learning and innovation, but the relative pace of its development compared to its rivals.
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Toolkit Exercise
What Change Challenges do You See?
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Pick an Organization
What are the change challenges you
see it facing?
How well are they doing?
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Four Types of Organizational Change
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Tuning
Re-orientation
Adaptation
Re-creation
Incremental
Strategic
Anticipatory
Reactive
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Types of Organizational Change
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Incremental/Continuous Discontinuous/Radical
A
N
T
I
C
I
P
A
T
O
R
Y Tuning
Incremental and anticipatory
Need is for internal alignment
Focuses on individual components or sub-systems
Middle management role
Implementation is the major task Redirecting or Reorienting
Strategic proactive changes based on predicted major changes in the environment
Need is for positioning the whole organization to a new reality
Focuses on all organizational components
Senior management create sense of urgency and motivate the change
R
E
A
C
T
I
V
E Adapting
Incremental changes made in response to environmental changes
Need is for internal alignment
Focuses on individual components or sub-systems
Middle management role
Implementation is the major task Overhauling or Recreating
Response to a significant performance crisis
Need to reevaluate the whole organization, including its core values
Focuses on all org. components to achieve rapid, system-wide change
Senior management create vision and motivate optimism
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Nature of the Impact of Change
Short-term impact/consequences
Direct and indirect effects
Moderating factors
Intermediate impact/consequences
Long-term impact/consequences
THE LESSON: Planned changes dont always produce the intended results
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Common Causes of Difficulty with
Organizational Change
Managers dont do their analytic homework
Managers are action oriented and assume others will see the inherent wisdom in the proposed change
Managers under or overestimate their own power and influence (and that of others)
Managers see transition periods as a cost, not an investment
They underestimate the resources & commitment needed to integrate the human dimensions with other aspects of the change
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Common Causes of Difficulty with
Change (cont.)
Managers are unaware their actions (and those of other key managers) may be sending conflicting messages
Managers find human processes unsettling or threatening
Managers lack capacity (attitudes, skills, and abilities) to manage complex changes that involve people
Managers’ critical judgment is impaired due to overconfidence, under confidence, and/or group think
Unanticipated external factors can play a huge role
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Four Organization Change Roles
Change Initiators
Identify need and vision
Act as a champion
Change Implementers
Chart the detailed path forward & make it happen
Nurture support and alleviate resistance
Change Facilitators
Aids in analysis and issue management along the way
Provides advice and council
Sometimes helps smooth the way through helping resolve issues, alleviate resistance and nurture support
Change Recipients
Those affected by the change who have little input to the process or content of the organizational change
Have to alter behaviors to ensure change success
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Toolkit Exercise 1.3
Change Roles in Organizations
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Think of a time when you have been involved in change. What roles did you play? How comfortable were you with each of those roles?
Change Initiator
Change Implementer
Change Facilitator
Change Recipient
How did each of these roles feel? What did you accomplish in each role?
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Characteristics and Skills of the
Change Leader
Formal change leaders (or agents) spearhead the change, and may play any or all of the change roles.
Informal change leaders can emerge anytime throughout the change process
What are the key characteristics and skills of the change leader?
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Whats Required to be a Successful
Change Leader?
Keen insight into the external environment and skilled anticipator of what is evolving
Rich understanding of organizational systems and processes, power structures and stakeholder networks
Excellent analytic, interpersonal and communication skills
Driving passion for action, yet patient and persistent
Well-developed sense of timing and tactics
Ability to assess and manage risk
An ability to focus on outcomes while also paying very close attention to process
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Whats Required to be a Successful
Change Leader? (cont.)
Tolerance for ambiguity and risk taking
Emotional maturity and courage
Self-confidence and optimism
Honest and trustworthy
Capacity to engage others and inspire confidence
Deep understanding of themselves and their impact
Curiosity and strong desire to learn
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Change Leaders Embrace Change
Paradoxes
Recognize that change leaders sometimes drive change from the front, while at other times they empower others and stay out of the way
Recognize resistance to change is both a problem and an opportunity
Focus on the outcomes of change, but are very careful about the management of the process
Recognize the tension between getting on with it and reassessing and changing direction
Capacity to balance patience and impatience
Recognize the absolute rate of learning is less important than the relative rate of learning in comparison to competitors
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Critical Questions when Considering Change
What is the environment telling you prior to, at the beginning, during and following the implementation of the change? In particular:
What is the broader environment telling you about future economic, social and technological conditions and trends?
What are your customers or clients (both inside and outside the organization) telling you?
What are your competitors doing and how are they responding to you?
What are the partners within your network doing and how are they responding to you?
What do the people who will potentially be the leaders, managers and recipients of change want and need?
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Critical Questions when Considering Change (cont.)
Why is change needed? Who sees this need?
What is your purpose and agenda?
How does that purpose project to a worthwhile vision that goes to the heart of the matter?
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Critical Questions when Considering Change (cont.)
How will you implement and manage the change?
How will you resource the change initiative?
How will you select and work with your change team?
How will you work with the broader organization?
How will you monitor progress so that you can steer, alter speed and course, if necessary?
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Critical Questions when Considering Change (cont.)
How will you ensure that you act (and are seen to act) ethically and with integrity? What have I learned about change and how can I remember it for the future? How can I pass on what I learned?
Once the change is completed, what comes next? The completion of one change simply serves as the starting point for the next.
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Summary
Need for change often originates in the external environment.
Change upsets the internal equilibrium in an organization and thus may be resisted.
People can play many different change roles.
How they play these roles makes a significant difference!
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Appendix 1: Roots of Organizational Development
Small group training:
Focused on creating change by improving self-awareness and the groups dynamics
Survey research and feedback:
Intervened with sophisticated surveys and analysis to create the need for change
Action research:
Encouraged the use of action, based on research, in continuous cycles (in essence, learning by doing, followed by observation, doing and more learning)
Socio-technical systems:
Focused on the interaction between the sociological and technical subsystems of the organization and described change in more holistic terms
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Organizational Development vs. Organizational Change
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Organizational Development Change Management
Underlying Theory & Analytical framework Based primarily on psychology
Individual/group functioning Includes principles and tools from sociology, information technology and strategic change theories
Individual/group functioning AND systems, structures, work processes (congruence model)
Role of Change Agent Facilitator or process consultant Content expert (organization design and human performance) AND process consultant
Member of cross-functional team, which includes strategists and technologists
Part of project organization, which includes client managers/employees
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.
Organizational Development vs. Organizational Change
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Organizational Development Change Management
Intervention Strategies
Not directly linked to strategy
Focus on one component at a time
Normative-re-educative (change attitudes to change behavior) Driven by strategy
Simultaneous focus on several components (strategy, human resources, organization design, technology)
Action-oriented (change behavior before attitudes)
Deszca, Ingols & Cawsey, Organizational Change: An Action-Oriented Toolkit, 4th ed.. 2020 SAGE Publishing.
Positioning the Course
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Management Focused Change OD / HR Focused Change
Strategy- Org Change Re-Structuring
Re-Engineering
Re-Design Surveys
QWL Programs
Hi-Perf Systems
Skills-Org Change Visioning
Stakeholder
Analysis
Action Planning Process Skills
Team Building
Third Party
Intervention
This Course
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