Question

1.Think of a design change that you have witnessed or researched. Evaluate the pace and timing, scope and sequencing, communication, and feedback and learning in the initiative. What would you change about the transition?

2. Choose one of the quadrants of the Competing Values Framework and describe an organization that you think matches the characteristics of that quadrant. Now choose any other quadrant. What do you think would be the challenges in transitioning an organization to that quadrant? What kinds of organization design changes would support that transition? What design changes would be resisted by members

Submission Instructions: Your initial post should be 100-200 words per question, per question

Answer 1

1. Think of a design change that you have witnessed or researched. Evaluate the pace and timing, scope and sequencing, communication, and feedback and learning in the initiative. What would you change about the transition?

The British Airways in 1974 finalized a merger and the resulting effect was a change in management (Eddington, n.d.). This helped the organization deal with the change systematically for nine months. After the merger, the company was not doing well because of the cultural diversity or status differences of their employees. After a new leadership was appointed, some changes had to be made and the timing could not have been better, this is because the company was making losses due to the reduced customer base that was as a result of the oil crises around the time (Eddington, n.d.). The new chairperson noticed the problem and the scope of the restructuring was to involve the entire organization and a detailed process implemented. The company’s employees were reduced, unprofitable routes were eliminated, and the fleet modernized (Eddington, n.d.). The chairman communicated his reasons before the layoffs which worked effectively (Eddington, n.d.). The changes were as a result of the feedback from unsatisfied customers. Management training of employees became a part of the new BA’s corporate culture. In this transition, there is nothing that I would change because it looks perfect for the situation the company was facing at the time.

2. Choose one of the quadrants of the Competing Values Framework and describe an organization that you think matches the characteristics of that quadrant. Now choose any other quadrant. What do you think would be the challenges in transitioning an organization to that quadrant? What kinds of organization design changes would support that transition? What design changes would be resisted by members

Using the Hierarchical culture quadrant, the company that matches its characteristics is the Ford Motor Company’s Organizational Structure. The structure is based on the company’s business needs in varying market conditions and hence has a traditional corporate hierarchy organizational structure. The Clan (Collaborate) Culture would cause a lot of problems when transitioning. First, the company would need to create a friendly working environment a concept not common especially where departmental rivalry and internal competition exists. Second, the people would need to come together and work as an extended family. This would result in them trusting each other and be loyal to each other something that may be a problem for those who were used to be only loyal to their immediate supervisors. In this culture type, success would be determined by how sensitive the workers are towards their customers and their concern for people. The changes that would be made would include the introduction of more cross-departmental interactions which would enable individuals to share information and resources across departments. Many members would resist working in teams for rewards, especially in a company that does not have rewards for teaming, would still be awarded to individuals.