MGMT628 Organizational Development GDB No. 1 Fall 2011 solution
Tuesday, October 25, 2011 Posted In Mgmt Edit ThisOrganizational Development (MGMT628)”
This is to inform you that Graded Discussion Board (GDB) has been opened according to the following schedule
Schedule
Opening Date and Time: 21 October , 2011
Closing Date and Time: 25 October , 2011 At 11:59 P.M. (Mid-Night)
Note: No extra or bonus/grace period is available for attempting GDB.
Discussion Question
Scenario:
M/S Wanden manufactures air conditioners for cars. Engineering department at Wanden has a well organized system of “defect tracking” but top management has decided to enhance the defect tracking system further. Although the top management has assured the employees that the new system will be lot easier and will take less time as compared with the old one but their assurance could not convince the employees. They did not believe that the new processes would result in superior quality. Rather, employees were of the view that old system was working perfectly fine and changing that system would result in poor performance and damage the overall company’s image. Engineering department was performing the core function and therefore always regarded a higher status. Therefore, they always had an upper hand on any issue and they always had the final say over reporting defects. Changing this process caused the engineers to feel that their competence and capabilities were being questioned and their autonomy was in jeopardy. The reaction was constantly passive resistance.Time is flying and production backlog is building up due to the situation. Hence, Wanden will not meet the demand and lose orders, profit and eventually market share. Clock is clicking!
Question:
Suppose you are the GM of Wanden how would you implement the new change without compromisingthe concerns of Engineering Department? Answer should be precise and to the point.
Solution:
The G M has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgmental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well..
u can also add some data from these steps
The four key factors for success when implementing change within an organisation are:
Pressure for change – demonstrated senior management commitment is essential
A clear, shared vision – you must take everyone with you. This is a shared agenda that benefits the whole organisation
Capacity for change – you need to provide the resources: time and finance
Action – and performance – “plan, do, check, act” – and keep communication channels open
Another Solution:
Being a GM of the company I would like to implement the new change which has for steps which can solve the every problem of the company like demand, production , profit performance and many other problems of that company
These seps for change are under hare.
Identification: This step identifies the relevant people or groups who need to be involved in the change program. In many under organized situations, people and departments can be so disconnected that there is ambiguity about who should be included in the problem-solving process. For example, when managers of different departments have only limited interaction with each other, they may disagree or be confused about which departments should be involved in developing new product or service.
Convention: In this step the relevant people or departments in the company are brought together to begin organizing for task performance. For example, department, managers might be asked to attend a series of organizing meetings to discuss the division of labor and the coordination required to introduce a new product. But this step is not important in this case .
3. Organization:
This is most impotent step in this cause because there is neeef of change. Different organizing mechanisms are created to structure the newly required interactions among people and departments. This might include creating new leadership positions, establishing communication channels, and specifying appropriate plans and policies
4. Evaluation: In this final step the outcomes of the organization step are assessed. The evaluation might signal the need for adjustments in the organizing process or for further identification, convention, and organization activities.
Solution:
The G M has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be non-judgmental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well..
u can also add some data from these steps
The four key factors for success when implementing change within an organisation are:
Pressure for change – demonstrated senior management commitment is essential
A clear, shared vision – you must take everyone with you. This is a shared agenda that benefits the whole organisation
Capacity for change – you need to provide the resources: time and finance
Action – and performance – “plan, do, check, act” – and keep communication channels open
Another Solution:
Being a GM of the company I would like to implement the new change which has for steps which can solve the every problem of the company like demand, production , profit performance and many other problems of that company
These seps for change are under hare.
Identification: This step identifies the relevant people or groups who need to be involved in the change program. In many under organized situations, people and departments can be so disconnected that there is ambiguity about who should be included in the problem-solving process. For example, when managers of different departments have only limited interaction with each other, they may disagree or be confused about which departments should be involved in developing new product or service.
Convention: In this step the relevant people or departments in the company are brought together to begin organizing for task performance. For example, department, managers might be asked to attend a series of organizing meetings to discuss the division of labor and the coordination required to introduce a new product. But this step is not important in this case .
3. Organization:
This is most impotent step in this cause because there is neeef of change. Different organizing mechanisms are created to structure the newly required interactions among people and departments. This might include creating new leadership positions, establishing communication channels, and specifying appropriate plans and policies
4. Evaluation: In this final step the outcomes of the organization step are assessed. The evaluation might signal the need for adjustments in the organizing process or for further identification, convention, and organization activities.
