ch14.ppt - 14-1Michael A. HittC. Chet MillerAdrienne...

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Unformatted text preview: 14-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 14Organizational Organizational Change and Change and DevelopmentDevelopmentSlides by Ralph R. Braithwaite14-2The Evolution of StarbucksThe Evolution of StarbucksExploring Behavior in ActionAs Starbucks grew, they realized that the informal techniques were not sufficient and needed to have a more formalized process in place. Why were these changes difficult for the organization?Starbucks is faced with new challenges today. It has dominated the marketplace. Have they grown too fast? Will changes in the marketplace require a different approach?What do you think the future will hold for them?Howard SchultzDave OlsenDawn Pinaud14-3Organizational Change and Organizational Change and DevelopmentDevelopmentPolaroid introduced instant photography to the market. They were one of the top 50 companies in the U.S. But they, like many others, were slow to change.What would you have done differently if you were a senior manager at Polaroid?Can you think of any other companies that were too slow to change and suffered the consequences?Why is change so difficult to manage?14-4Pressures for ChangePressures for ChangeAdapted from Exhibit 14-1: Internal and External Pressures for Organizational ChangeIntroductionIntroductionor Removal of or Removal of Government Government RegulationsRegulationsLife-CycleLife-CycleForcesForcesGrowing Growing International International InterdependenceInterdependenceChanges in Changes in DemographicsDemographicsShifting Shifting Political Political DynamicsDynamicsChanges in Changes in Societal ValuesSocietal ValuesTechnological Technological AdvancesAdvancesAspirationsAspirationsPressure for Pressure for ChangeChange14-5Aspiration-Performance Aspiration-Performance DiscrepanciesDiscrepanciesGaps between what an individual, unit, or organization wants to achieve and what it is actually achieving.Three important factors in the role of aspirations Past aspirationsPast performanceComparison with others14-6Life-Cycle ForcesLife-Cycle ForcesNatural and predictable pressures that build as an organization grows and that must be addressed if the organization is to continue to grow.14-7Integrative Life-Cycle ModelIntegrative Life-Cycle ModelAdapted from Exhibit 14-2: Integrative Life-Cycle Model...
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This note was uploaded on 11/12/2011 for the course IST 335 taught by Professor Carstenoesterlund during the Spring '09 term at Syracuse.

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ch14.ppt - 14-1Michael A. HittC. Chet MillerAdrienne...

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