PDF-Organizational Change

Course Section Title Credit Days Time BUSO 706 SO61 2 MW 700 830pm BUMO720 SO62 Organizational Change 2 TTh 700 830pm BUSO 706 SO63 Organizational Change 2 TTh 845 1015pm BUSO 714 SO61 I. McGraw-Hill/Irwin. Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.. Organizational Change at Ford. Ford Motor Co. CEO Alan Mulally successfully transformed the troubled automaker by having a compelling vision and applying several other organizational change practices.. Chapter 2. Images of Managing Change . Images of Organizations. Affect our interpretations of what we think is going on. What we think needs to happen. How we think things should happen. aka “metaphors”, “frames”, or “perspectives”. Chapter 3. Why Organizations Change. The Risks Associated With Change. Risks in undertaking change. Risks in NOT undertaking change. “Up to 84 percent of U.S. firms are involved in a major organizational change, although many are deemed not successful.”. for. Records and Information Management. GWDC ARMA Spring Seminar. Susan L. . Sallaway. , CRM. March 16, 2011. Change Management Definition. Critical Success Factors. Change Management Tools and Techniques. Organizational Change Theory. Week 2. Dr. Jenne Meyer. Article Analysis. A 1 minute summary of the article. Key learnings: what information was new to you? What surprised . you?. How you can apply the information to your professional . Behavior and Opportunity. Learning Outcome. Define organizational behavior. Identify four action steps for responding positively in times of change. Identify the important system components of an organization. In a world of constant change, the spoils go to the nimble.. Employees want….. More jobs. More participation in decisions. More flexible work arrangements. More leisure time. More information. More rights. B189. Agenda. Organizational Structure. Adaptation and Change. Control. Dimensions of Formal Structure. Specialization. Centralization. Formalization. Hierarchy. Everyone can to everything . Everyone has a unique task. Institutional Change: Session 7. Christopher Payne (Lawrence Berkeley National Lab), Rick Diamond (Lawrence Berkeley National Lab). ,. and Amy Wolfe (Oak Ridge National Lab. ). August 12. th. , 2015. Chapter 7. 7–. 1. Change. Constant. Conflicting Emotions . Disruptions . Give up the Familiar. Introduction. 1. . What Is Change and How Do You React to It? . 7–. 2. 1. . What Is Change and How Do You React to It? . Change. Prepared by . Dr. . Khairul. . Anuar. L8 – . Soft systems . models for . change. www.mba638.wordpress.com. Recognize . that some change situations (problems/opportunities), . by nature . Catherine V. Harris. Brittany Morneweg. Kathy Nieboer. September 08, 2015. AET/560. Phyllis Carbonaro. (Google images, 2015). Organization Overview. Founded in 1902. Incorporated January 17, 1913. International in 1995. BUSO 706 SO61 2 MW 7:00 - 8:30pm BUSO 706 SO62 Organizational Change 2 TTh 7:00 - 8:30pm BUSO 706 SO63 Organizational Change 2 TTh 8:45 - 10:15pm BUSO 714 SO61 International Business 2 MW 7:00 - 8:30p Copyright 2012 John Wiley & Sons, Inc.. 11-. 1. Change and Organizational Impact. Projects often cause changes in organizations, and some people may lose their . jobs when . a project is . completed. .