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This research would include company- and individual-specific information and figures as well as academic research related to operations shutdowns and cessations generally. The first step of direct action that would be taken is a meeting of relevant and available operations and organizational leadership, describing the necessary changes and the reasons behind them, and presenting the information obtained through research to ensure that expectations are all in line with each other. Current organizational needs, values, and methods for obtaining these would also be stressed at the meeting, setting a clear rationale and plan for the upcoming changes and adjustments.
After the necessary leadership members have been apprised of the plan for change, other members of the organization would also be informed of the coming changes and their rationales in a more efficient manner. Explanation will be made as comprehensive as possible so as to mitigate and reduce the level of negative feelings that will necessarily result as a part of the operations closure. After all explanations have been made, the actual implementation of change would begin, taking place according to the guidelines and principles outlined in the earlier phases. This reflects the explicitly planned change of the OD mindset.
Major Change at DuPont
If DuPont were suddenly bought out by a foreign competitor, there would be a great deal of explanation of the coming changes needed for employees. From the...
New methods can be learned and adhered to, and after a period of adjustment it would be expected that productivity would return at least to the level it was at prior to the change. An appreciative inquiry approach would encourage the examination of new values and methodologies as well as any new leadership that was brought in as part of the buyout, seeking positive elements that would serve as encouragement for accepting and accelerating the change taking place.
The first approach is more top-down and more direct, as well as more personally constraining; the second approach is more personally empowering though less direct and less controllable. This second approach would almost certainly work better form the point-of-view of the staff, as it encourages them to find intrinsic reasons to accept the change rather than simply forcing it upon them. The difficulty of this approach from a leadership perspective is higher, however, as it requires greater collaboration and is also more time consuming. A conclusion that can be drawn from this is the less authoritative a n approach to change is, the more work is created for leadership in the short-term but he more deeply entrenched and rewarding the change becomes.
The non-threatening approach of the study needs to be expanded upon with top-management visibility and support added to give it even more credibility and credence in the eyes of the workers being effected by the manufacturing operation closure. The support of top management in any change management initiative, including the closure of the plant and the urgent need to get an OD strategic plan created and implemented, is crucial
c) Change support In the context of the closing of the Orlon manufacturing operations, a useful approach to the problem would be constituted by the action research. This type of research specifically implies that the individual assesses the situation, but in doing so, also seeks solutions to resolving the problem (Saunders, Lewis and Thornhill, 2009). This type of research combines the theoretical stance with the practical stance. Through its lenses then,
1998 DuPont spin off of Conoco by analyzing the transaction itself. Then, we look at one possible alternative and compare it with the actual long-term impacts of the sale. This is when we make specific recommendations about which choice was a financially prudent decision. Over the last several years, corporate America has often turned to spin offs as a way to increase their bottom line numbers. This is because it
Swanson Shipyards Case The Swanson Shipyards Corporation has been operating since 1981 on a somewhat volatile market, where governmental purchases (and I am referring here to contracts with the navy for example) played a high stake for the business. Additionally, there were other factors to be considered in what the business was concerned, factors relating to the location of maritime accidents (I am assuming that the shipyards closer to the accident
Australia Airline Management Case Study Report: Airlines This paper provides a comparative study of the goals, management style, and labor relations policies of three Australian airlines: Qantas, Virgin Blue, and Air Australia Airways. It examines the recent history of these major airlines, with a specific focus on the labor relations difficulties of Qantas, Virgin Blue's attempt to create a more innovative model of customer service as a budget airline, and Air Australia Airway's
U.S. statistics indicate that 80% of aviation accidents are due to human errors with 50% due to maintenance human factor problems. Current human factor management programs have not succeeded to the degree desired. Many industries today use performance excellence frameworks such as the Baldrige National Quality Award framework to improve over-all organizational effectiveness, organizational culture and personal learning and growth. A survey administered to a sample population of senior aviation