PPT-Reorganization: Braving the Organizational Change

Jennifer Keffer Bookstore Manager JCCC May 25 2016 Reorganization Braving the Organizational Change We will cover the following today Definition of Reorganization The Stigma of Reorganization. This article examines a cohort of workers across Indiana Michigan and Ohio in the transportation equipment manufacturing TEM sector from the first quarter of 2005 to 2010 Of particular interest to the study was whether these workers remained in the 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.”. Appendix. 15B. Financial Reorganization. Kieso. • . Weygandt. • Warfield • Young • . Wiecek. • . McConomy. Financial Reorganization. Process where a company that has undergone financial difficulties can reorganize its finances without having to recover a deficit. 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 . 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. 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. Course # Section Title Credit Days Time BUSO 706 SO61 2 MW 7:00 - 8:30pm BUMO720 SO62 Organizational Change 2 TTh 7:00 - 8:30pm BUSO 706 SO63 Organizational Change 2 TTh 8:45 - 10:15pm BUSO 714 SO61 I 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. .