Over the past few years many workers have lived through buyouts, mergers, acquisitions, upsizings, and downsizings as well as many other changes in the workplace. However…
Abstract
Over the past few years many workers have lived through buyouts, mergers, acquisitions, upsizings, and downsizings as well as many other changes in the workplace. However, witnessing and feeling the effects of such changes does not guarantee that employees will automatically comprehend the changes. Understanding changes in the workplace requires that employees grasp basic concepts related to the nature of change in human systems. Therefore, this paper presents a short case study of one company struggling through some troubling changes. The reader is asked to look at the changes in terms of ten concepts related to planned change. It is recommended that the case and related questions be discussed in small groups. This will enable various perspectives on the case to be discussed and appreciated. The groups should include a mix of employees, supervisors, and managers.
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James Kirk, Sherrie Howard, Illona Ketting and Courtney Little
This paper describes the appropriate uses of Type C interventions and presents three case studies for analysis and discussion. Type C change interventions include counseling…
Abstract
This paper describes the appropriate uses of Type C interventions and presents three case studies for analysis and discussion. Type C change interventions include counseling, coaching, and consulting. Each intervention involves a service provider who assumes the dual role of “helper” and “change agent”. Each intervention also has unique characteristics that make it particularly suited to affecting different types of changes in organizations.
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James Kirk and Lynne Kirk
Fear of technology is a common problem, even today when computers are found in most business environments. Illustrates how a department can be affected when one employee seems…
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Fear of technology is a common problem, even today when computers are found in most business environments. Illustrates how a department can be affected when one employee seems incapable of coping with computerized systems. Indeed, in this case, severe interpersonal and personal stress‐related problems severely curtail the implementation of an important new system. Students are asked to evaluate the situation and to recommend an appropriate intervention.
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Discusses honesty and integrity as the basic principle of leadership. Defines quality leadership as a process beyond technical competence. Successful leaders continually…
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Discusses honesty and integrity as the basic principle of leadership. Defines quality leadership as a process beyond technical competence. Successful leaders continually demonstrate honesty and integrity as an essential element of their professional fabric; a lack of commitment to the principle renders all other skills meaningless. Depicts honesty and integrity as essential elements of human behaviour that promote and support quality relationships. Defines honesty and integrity in the context of building trust and maintaining credibility. Provides a sound philosophy that increases the probability for long‐term success and professional fulfilment. Includes quotes from contemporary and historical leaders.
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The need to improve performance and productivity causes conflict when a blind typist comes under scrutiny. Although not intentionally singled out, she felt threatened. This is a…
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The need to improve performance and productivity causes conflict when a blind typist comes under scrutiny. Although not intentionally singled out, she felt threatened. This is a sensitive issue that needs to be handled with tact and professionalism. Because of the personalities involved, there is no easy solution to this case, a characteristic that makes “performance shock” a valuable learning tool.
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James J. Kirk and Diana Buckner
Organizations need constructive interventions for resolving disputes in the workplace. Mediation is one possible intervention. This real‐life case study and an accompanying…
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Organizations need constructive interventions for resolving disputes in the workplace. Mediation is one possible intervention. This real‐life case study and an accompanying mediation exercise can help employees acquire and practice basic mediation skills. The exercise can also serve as a learning frame for generating discussions on current issues in any organization.
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James J. Kirk, Bridget Downey, Steve Duckett and Connie Woody
The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers…
Abstract
The first section of the article provides readers with an overview of the most widely used career development interventions including alternative career paths, assessment centers, career coaching/counseling, cross‐training, flexitime, job enlargement, job enrichment, job rotation, job sharing, phased retirement, sabbaticals, and temporary assignments. Each intervention is described and accompanied with an example. The second section of the article presents three case studies: When woodworkers won’t; How do we keep going from here? and Opportunity in scarce resources. Each case is accompanied with a series of discussion questions and answers. Managers, trainers, and/or consultants can use the article and its case studies to facilitate discussions among employees regarding the potential benefits and drawbacks of various career development interventions.
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The classics will circulate wrote a public librarian several years ago. She found that new, attractive, prominently displayed editions of literary classics would indeed find a…
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The classics will circulate wrote a public librarian several years ago. She found that new, attractive, prominently displayed editions of literary classics would indeed find a substantial audience among public library patrons.
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Abstract
Purpose
Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Most of us have seen science fiction films where advanced civilizations and cultures have somehow “lost the plot” and exist for the sake of existence itself, subjugating their people, crushing expression and individuality. What are we to make of twenty‐first century corporations which are structured in such a way that everybody just keeps his or head down, doing what's expected of them and no more, and drawing comfort from the one and only way their labors and expertise are rewarded – getting paid?
Practical implications
Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.
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Good is no longer good enough. To survive in today’s competitive environment, you need to excel. To excel, an organization needs to focus on all parts of the organization…
Abstract
Good is no longer good enough. To survive in today’s competitive environment, you need to excel. To excel, an organization needs to focus on all parts of the organization, optimizing the use and effectiveness of all of its resources. After years of working with all types of organizations using many different approaches to improving performance, we have come to realize that there are only five things that need to be managed in order for an organization to excel. We call these five key elements “The five pillars of organizational excellence”. Organizational excellence is designed to permanently change the organization by focusing on managing the five key pillars of the organization. Each of these five organizational pillars is not new by itself. The key to organizational excellence is combining and managing them together. The five pillars are: Pillar I – Process management; Pillar II – Project management; Pillar III – Change management; Pillar IV – Knowledge management; Pillar V – Resource management. All five must be managed simultaneously. Top management’s job is to keep all of them moving ahead at the same time. To concentrate on one or two of them and let the others slide, is a surefire formula for failure.