What Changes in Organizations

Is this behavior in any way acceptable in a law enforcement agency? Why or why not? Explain. Why might these officers be engaging in this type of activity? Explain in detail. Regarding this activities use as a coping strategy, what do you think are at least 2 potential negative outcomes of this behavior? Explain. Disclose your feelings about this activity from a moral and legal standpoint. How do you think these officers could be approached through proper negotiation to successfully moderate their interpersonal discord? Explain in detail.
September 6, 2020
Identify the frame(s) used by the leaders in the Challenger and Columbia situations (i.e., Structure, HR, Political, and Symbolic). Review the choice of frames made by the management in those situations. Explain if the situation with the space shuttles occurred due to management choosing the wrong frame, an incorrect application of a given frame, or for other reasons.
September 6, 2020

What Changes in Organizations

Learning Objectives On completion of this chapter you should be able to: • Understand the distinction between first-order and second-order change. • Outline alternative concepts of change. • Identify a range of common changes that confront organizations such as downsizing, introducing new technologies, and mergers and acquisitions. • Be familiar with a variety of issues that emerge at the “front line” for those charged with managing these changes. • Appraise your ability to engage with such changes in the future. Some commentators suggest that, whereas organizational change prior to the mid-late twentieth century was likely to be incremental and infrequent, by the latter part of the century such change was likely to be significant and traumatic. 1 A study by Meyer, Brooks, and Goes 2 provides support to this position. Their study showed how changes in hospitals in the 1960s were evolutionary and related to a stable environment. During the 1970s and 1980s, the environment changed with mounting concern about health-care costs, which led to revolutionary strategic and structural changes in health-care corporations. Other commentators take a different line, arguing that radical or discontinuous change is not new to the current period but is something that occurred between 1900 and 1950. 3 More generally, others suggest that too much attention has focused solely on large-scale transformational change without appropriate acknowledgment of the role of other changes in maintaining organizational survival...  

Learning Objectives
On completion of this chapter you should be able to:
• Understand the distinction between first-order and second-order change.
• Outline alternative concepts of change.
• Identify a range of common changes that confront organizations such as downsizing,
introducing new technologies, and mergers and acquisitions.
• Be familiar with a variety of issues that emerge at the “front line” for those charged
with managing these changes.
• Appraise your ability to engage with such changes in the future.
Some commentators suggest that, whereas organizational change prior to the mid-late
twentieth century was likely to be incremental and infrequent, by the latter part of the century
such change was likely to be significant and traumatic. 1 A study by Meyer, Brooks,
and Goes 2 provides support to this position. Their study showed how changes in hospitals
in the 1960s were evolutionary and related to a stable environment. During the 1970s and
1980s, the environment changed with mounting concern about health-care costs, which led
to revolutionary strategic and structural changes in health-care corporations.
Other commentators take a different line, arguing that radical or discontinuous change
is not new to the current period but is something that occurred between 1900 and 1950. 3
More generally, others suggest that too much attention has focused solely on large-scale
transformational change without appropriate acknowledgment of the role of other changes
in maintaining organizational survival…

 


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