Type: Individual Project

Unit: Designing Interventions

Due Date: Tue, 9/19/17

Grading Type: Numeric

Points Possible: 100

Points Earned: 0

Deliverable Length: 4-5 Body Pages

View objectives for this assignment

Assignment Description

Your employer has been going through many challenges this past eighteen months due to the recent financial crises. There has been major challenges throughout the company including, high turnover, software applications being used are outdated, stress is increasing for those employees who have been staying around, and morale is at the lowest point ever for the company . The remaining executives are planning to do a re-organization of the jobs and responsibilities throughout the company. However, each time the executives want to implement the change; another batch of employees resigns. You have been asked by your supervisor to prepare an analysis of what the executive leaders must do. Present your findings as a 4-5 page report in a Word document formatted in APA style. At a minimum, your paper must:

• Apply the best organizational development process skills the executives should use
• Apply the change strategies within the short-term and long-term
• Evaluate and present the impacts of the resources

Present your findings as a 4-5 page Word document formatted in APA style.

Submitting your assignment in APA format means, at a minimum, you will need the following:

• Title page: Remember the running head and title in all capital letters.
• Abstract: This is a summary of your paper, not an introduction. Begin writing in third-person voice.
• Body: The body of your paper begins on the page following the title page and abstract page, and it must be double-spaced between paragraphs. The typeface should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics except as required for APA level headings and references. The deliverable length of the body of your paper for this assignment is 3–4 pages. In-text academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged.
• Reference page: References that align with your in-text academic sources are listed on the final page of your paper. The references must be in APA format using appropriate spacing, hang indention, italics, and upper- and lower-case usage as appropriate for the type of resource used. Remember, the reference page is not a bibliography, but it is a further listing of the abbreviated in-text citations used in the paper. Every referenced item must have a corresponding in-text citation.

Individual Project Rubric

Grading Criteria	Percentage
Deliverable requirements addressed; understanding of material and writer’s message and intent are clear.	40%
Calculation methods, where required, are contextually appropriate, fully explained, and presented in a manner that is easy to understand.	10%
External research incorporated in the paper, if any, supports the writer’s position properly acknowledged and cited; direct quotations may not exceed 10% of the word count of the body of the assignment deliverable (excluded title page, abstract or table of contents if used, tables, exhibits, appendices, and reference page(s).) Inclusion of plagiarized content will not be tolerated and may result in adverse academic consequences.	5%
Critical thinking: Position is well-justified; logical flow; examples provided where appropriate.	20%
Structure: Includes introduction and conclusion; proper paragraph format; reads as a polished academic paper or professional presentation, as appropriate for the required assignment deliverable.	10%
Mechanical: No spelling, grammatical, or punctuation errors.	10%
APA: Deliverable is cited properly according to the APA Publication Manual (6th ed.).	5%

Assignment Objectives

Assess organization development process skills, such as providing support, relaying feedback and observations, and reflecting feelings

Construct change strategies for collaborative group relations

Critically discuss the impact of technology on business

The following is Information that our professor posted:

Corporate Change……
As you probably know, Organizational development is about planned change in the organization. To remain competitive and adapt to the changing market demands, organizations are finding themselves having to change the way they do business. We will look at these issues of change by focusing on reinventing the corporation, the challenges of change, and the impact of change on corporate culture. Change Management… Traditionally, change management has focused on identifying sources of resistance to change and offering ways to overcome them. More recent contributions have challenged the focus on resistance and have been aimed at creating visions and desired futures, gaining political support for them, and managing the transition of the organization toward them. One activity involves motivating change and includes creating a readiness for change among organization members and helping them address resistance to change. As you folks probably know, leadership must create an environment in which people accept the need for change and commit physical and psychological energy to it. Motivation is a critical issue in starting change because ample evidence indicates that people and organizations seek to preserve the status quo and are willing to change only when there are compelling reasons to do so. Change-different viewpoints Folks, when we look at the different viewpoints of change we should consider that people and organizations need to experience deep levels of hurt before they will seriously undertake meaningful change. One method that can help generate sufficient dissatisfaction to produce change is sensitize organizations to pressures for change. Innumerable pressures for change operate both externally and internally to organizations. Modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Sometimes, internal pressures to change include new leadership, poor product quality, high production costs, and excessive employee absenteeism and turnover. Before these pressures can serve as triggers for change, however, organizations must be sensitive to them. The pressures must pass beyond an organization’s threshold of awareness if managers are to respond to them. Organizations can make themselves more sensitive to pressures for change by encouraging leaders to surround themselves with devil’s advocates by cultivating external networks that comprise people or organizations with different perspectives and views. An Agent of Change….. When we look at change agents this “change” issue maybe a little harder to understand then we think……… * One who creates dialogue on the most difficult subjects, because they need to be learned, even though the audience may not initially see the benefits. * One who uses creativity and innovation in trying out new ways, even though the product may not be popular at the start. * One who looks for challenges and opportunities, and translates them into action, even though time does not permit the effort. * One who seeks advice and counsel from the very top, and often gives it, even though the risk may be high. * One who continually searches for personal growth and development, even though the struggle sometimes doesn’t seem worth it. * One who finds satisfaction and fun in human development, and who permeates others with a positive attitude, even in the presence of adversity. Corporate leaders are looking for ways to take advantage of an organization’s capabilities, grow business and stay ahead of the competition. They are looking for more than veiled improvements, quick fixes, and fad programs. In order to succeed in this effort, organizations are reinventing themselves. This means that companies are making long range, strategic plans and core changes to the way they do business which requires a systematic approach to organizational development. Organizational development is a long-range effort to improve an organization’s problem-solving and renewal processes. Through instituting changes, companies take on new characteristics in vision, mission and process. As you probably can guess this does not, however, always happen seamlessly.

Please respond to the following:

• Based on Chapter 9, discuss two to four (2-4) strategies to use surveys to help a global business, especially regarding ethical behavior, labor relations, and work conditions.

Chapter 9

Strategic Surveying in the Global Marketplace and the Role of Vitality Measures

Jeffrey M. Saltzman and Scott M. Brooks

As the global economy descended into recession in 2008, organizations struggled for survival. For many, short-term performance became the only focus. Long-term performance would not matter should an organization perish. Very few industries and very few corners of the planet were spared from financial threat.

As the recession seemed to stabilize, many organizations realized—at least in the abstract—that the economic lull could be used to build the discipline of becoming more effective. Certainly cost cutting forces prioritization of what an organization values. But questions loomed: What kinds of cuts satisfied the needs of current performance, and what kinds sacrificed future potential? What kinds of opportunity could emerge from this crisis?

Although these questions are brought into sharper focus by the recession, they highlight the general objective of optimizing present-day operations while investing in the innovation required to remain vital into the future. In fact, according to the Random House Dictionary (Dictionary.com, 2009), the second definition of vitality is the ‘‘capacity for survival or for the continuation of a meaningful or purposeful existence: the vitality of an institution’’ (italics in original). Some of the data we have seen suggests that many organizations in this time period are more strongly focusing

on getting their internal houses in order, reorganizing, slimming down, cutting their way to prosperity (perhaps in their view), and putting somewhat less emphasis on modifying products and services to meet current customer desires. Other organizations are striking more of a balance between internal efficiencies and retooling products and services to increase their appeal given the current market conditions.

Although there can be many metrics to address the vitality of an organization, this chapter deals with what employees can tell us that helps to predict and manage future success. We will begin with an illustration of global research addressing employee confidence, a construct which taps directly into employee evaluations of the future. Results from countries representing the world’s dozen largest economies will highlight a fundamental message: While cultural and national differences may challenge our ability to compare employee opinions across countries, there is still very valuable information remaining enabling us to predict performance, to draw conclusions, and correspondingly to manage the global workplace.

We will then draw the lessons of employee confidence into a larger model of organizational vitality, built from a cross-pollination of organizational literatures. There are direct implications from this model for monitoring and managing global organizations via employee survey techniques.

Setting the Global Stage

For multinational organizations, one goal of a strategic employee survey is to collect a uniform metric that can be used as business intelligence, information gathering, or a monitoring measure to determine how the organization is performing and where the organization canmost benefit from interventions. There are many challenges to the successful completion of this goal, and among them is the nature of globalization itself—the attempt to apply in a uniform fashion a measure to an environment that is anything but uniform. The word globalization often implies a uniformity that is just not there, rather than diversity and interdependence.

However, if we concluded that the extent of global diversity prevented any kind of systematic comparison across global units, then we would be at an impasse. One fundamental premise of this chapter is that people are more the same than different, and that although multinational organizations spread across a significant array of cultural, economic, functional, and legal differences, an organization by literal definition is attempting to assert a degree of ‘‘sameness’’ or consistent governance across the enterprise.

In general, if one is on a search for cultural differences, they can be found. The larger question is, however, are those differences of enough substance within the workplace that they should affect day-to-day management decision making and the operational characteristics of an organization? More concretely, do they impinge on our ability to predict traditional measures of financial performance? This point is explored in the program of research discussed in the following section.

Conclusion

Global, multinational surveys are difficult. But they are simply a microcosm of all efforts designed to respond to organizational challenges and to improve organizational functioning in some way. With this in mind, the major themes of this chapter can be wrapped up in a handful of key points:

Organizational surveys, perhaps especially those in large, global organizations, need to drive toward improving effectiveness.

Accordingly, the purpose of surveys is not to characterize differences in work climate or culture. There is no denying the impact of culture. However, it is more important to focus on the common ‘‘something’’ that the organization pursues.

Thus, a survey strategy, if truly strategic, is part of a larger organizational change strategy, one that maps into the five enduring

challenges reflected by leadership, quality processes, employee engagement, innovation, and customer loyalty. Employee confidence provides one example of such a measure.

Thinking of surveys in this way parallels the evolution of Human Resources, with the ongoing efforts of HR professionals to become increasingly strategic business partners. HR interests and objectives are more and more defined first by the needs of their line management clients and second by their human resources functional requirements (Vosburgh, 2007). As mentioned in the introduction, vitality is the ‘‘capacity for survival or for the continuation of a meaningful or purposeful existence,’’ and thereby reflects this notion of starting with the end in mind. Building this capacity is about nurturing the overarching disciplines of resiliency and ambidexterity.

BE THE SOLUTION Option #3 Watch Peaceful Warrior paper assignment. 5pts

Watch the Peaceful Warrior movie and pick 5 quotes from the movie (different than the ones used in class) and for each quote, write a minimum of a paragraph (5 sentences) explaining what that quote means to you and how you can apply it to your life.

All of the above BE THE SOLUTION assignments will need an Authorization to Release and will not be given back to you (so make sure you keep a personal copy for yourself) as they will become the property of ASU and could be used to promote this class or be available on our web page.

IMPORTANT!!

All the work has to be 100percent original, any kind of plagiarism cannot be accepted!!