Project #10609 - questions and case studies

Answer questions and Case studies listed below

Effective Change Management: Ten Steps for Technical Professions (NetEffect Series) [Paperback] July 2, 2004 0130485233 978-0130485236 1

 

CASE 3.1 Why Are My Employees So Resistant to Change

“I suggested that we rearrange the CNC machines according to work flow instead of the traditional; approach we’ve always used of grouping them by type of machine,” Said Don Larkin to his fellow production supervisor, Mac Jones.

“What did your technicians think about that idea?” asked Jones.

“They hated it,” responded Larkin with obvious frustration. “You’d have thought I was suggesting they work without pay. What is it with these people anyway? All I’m trying to do is improve productivity. Why are they so reluctant to even think about making changes?”

1.       Is Don Larkin naïve to expect his technicians to just go along with change? Explain.

2.       Larkin wants to know why people resist change. How would you explain to him?

 

 

CASE 3.3 Success I our Biggest Enemy!

“You won’t believe what I heard our CEO say during the weekly staff meeting this morning,”  said a wide-eyed Mavis Parsons who took the minutes for the meeting. Parsons is the executive secretary to the CEO of Tech Dynamics, Inc. (TDI). She is talking on the telephone with her good friend Melba Mathews, who works in TDI’s engineering department.

“What did he say?” asked Mathews. “I don’t remember the exact words,” said Parsons. “But essentially he said that all success we have had over the last 10 years is killing us.”

“Are you sure you heard him right?” asked a puzzled Mathews. “How can our success be bad? It’s been good for me. I’m making more money than I thought I would.”

 “So am I,” responded Parsons. “They were talking about some big change the CEO wants to make, and I heard him say that success has become our biggest enemy. In fact, he got pretty upset and told the vice presidents that half of them were complacent and the other half was arrogant.”

 

1.       What do you think the CEO meant when he said, “Success has become our biggest enemy?” What must be happening in his company for him to make such a statement?

2.       Discus how arrogance and complacency can result from sustained success. Do you know of any specific instances in which you are familiar?  Explain

 

Chap 4 Questions

 

1.       Explain the rationale for establishing the change leadership team.

5.       Who should serve on the change leadership team and why?

7.       What is meant by pulling in the context of establishing an effective leadership team?

8.       What is meant by pushing in the context of establishing an effective leadership team?

 

Case Study 4.1 Why Can’t the Quality Committee Do It?

 

“We’ve been over the several times already,” said Mike Groves, Vice president for engineering at Elec-Tech, Inc.  “We have and excellent quality committee.  They have a good track record of identifying changes we need to make. I think we ought to be able to delegate the implementation of this change initiative to the Quality Committee. “

“And I’ve told you several times that won’t work,” said Vanessa Cartwright, vice president for manufacturing at Elect-Tech, Inc.  The company’s two vice presidents had been asked by the CEO to make recommendations concerning the makeup of a change leadership team to guide the implementation of a major change initiative he plans for Elec-Tech. They are trying to come to an agreement so both of them can endorse one recommendation.

 

1.       Who is right in this debate? Why?

2.       What recommendation would you make to the CEO in this case?

 

 

Case Study 4.3 We Have the Right People-What Else Do We Need?

 

“What are you worried about? We have the right people on the team,” said Marge Andrews. Andrews is information technology director for Omega, Inc . Over lunch she is discussing her company’s new change leadership team with colleague at Omega.  “I agree we have the right people, but I’m not sure that is going to be enough,’ said her colleague. “Well if we have the right people, what else do we need?” asked Andrews.

 

1.       How would you answer the question Andrews’ colleague posed in this case?

2.       What strategies would you recommend to Andrews and her colleague concerning establishing an effect  change leadership team?

 

 

Questions 1,2,3,6,12 & Case 3.2

 

Questions Chap 3

1.       Explain why people resist change.

2.       What key points does Heller recommend change agents understand about human resistance to change?

3.       Explain the six principal factors that cause people to fall prey to the denial syndrome.

6.       What is the denial syndrome?

12.   What Strategies does Kotter recommend for creating a sense of urgency?

 

 

Case 3.2 I Can’t Get My Team Members to Even Admit We Need to Change

Cindy Isaacs is vice president for development at Soft Technologies, Inc (STI). After being a market leader for years, STI is beginning to see its market share decline. Isaacs knows her division needs to make some major changes if STI is going to reclaim its lost customers. Isaacs has solid data to make her case for change. Consequently, she cannot understand why most of her key personal still deny the need to change. “I don’t get it,” snapped Isaacs during a recent meeting of her direct reports. “We are all well-educated, smart people. How can you continue to deny that we need to change after the evidence I’ve shown you?”

 

1.       Do you think Cindy Isaccs will have any success using only facts and logic to make her case? Explain.

2.       If you were asked to advise Isaacs concerning the reason why her direct reports continue to deny the need for change, what would you have tell her?

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