Infotrac College Edition is rich, diverse, cross-disciplinary, and, most important, reliable. Comprised of full-length articles (not abstracts) from hundreds of top sources (such as Time and Newsweek magazines), all of it is "fenced off" from the rest of the Web in a discrete database accessible via your passcode (provided with your textbook). Click on the icon to the left to link to Infotrac.
Making Changes The Right Way. (Workforce Extra)(organizational changes) Randa A.Wilbur.
Workforce, March, 1999 v78 i3 pE12(2)
Abstract: Most companies neglect to sufficiently prepare for and manage large-scale change projects. A substantial amount of organizational energies and budgets are focused on the development of such projects. However, the time devoted to evaluating the progress of the launching, managing, and maintaining of the changes is grossly inadequate. Leaders of change initiatives need to be educated before they develop their plans.
- Point out the inadequacies of the "Good Luck Charlie" method of organizational change. What elements must be put in place to secure lasting change in organization direction?
- What are the "antecedents" and "consequences" of change? Which of the two often receive insufficient attention at the start of the change process? Does the term antecedents, as defined in this article, refer to the same family of symptoms as internal change presented in Chapter 16? Explain.
- If the role of change initiative leader were thrust upon you, where would you begin? Describe the process. What questions would you have to answer before moving onto planning for change? Whose opinions would you seek out to assist in formulating your strategy? How would you address parts of your plan of action that didn't seem to work well? What criteria would you use to measure the progress of your initiative?
FrameworkS: Turning the Challenges of Change into Opportunities for Growth. (Johnson & Johnson's management process) Ralph S. Larson.
Chief Executive (U.S.), May 1999 i144 p10(3)
Abstract: Johnson & Johnson has developed and adopted the management process called 'FrameworkS' to help it adjust to the rapid pace of change in a mounting competitive environment. The company expects the 21st century to be characterized by greater competition, heavier cost pressures, more powerful technology, and more volatile global markets. To be able to take advantage of emerging opportunities, an organization of Johnson & Johnson's massive size needs to find greater flexibility in order to adapt quickly to ongoing developments and challenges in the external environment.
- Outline the change initiative FrameworkS created by Johnson & Johnson. How Johnson & Johnson's "framework" teams help the company meet the challenges of the 21st Century?
- Identify and discuss some of the less tangible results of the ideas generated by frameworks teams.
- Identify and describe the behavioral reactions to change presented in Chapter 16. What elements in the design of change initiatives at Johnson & Johnson have helped the corporation avert negative behavioral reactions to change?
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