Week 5 Application Notes

Week 5 Application Notes - Week 5 Application Notes:...

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Week 5 Application Notes: Nadler: (pgs 220 -226) Figure 10.5 Twelve Interventions for Operating Environment Change: 1. Collaborative Culture Definition: 2. Collaborative Culture Definition: 3. Measurement and gap analysis: 4. Stakeholder analysis and engagement 5. Leadership Behavior and Accountability: 6. Communication: 7. Large – group Engagement Process: 8. Education: 9. Education 10. Formal Feedback Process 11. Structual Change: 12. Management Process Redesign: 13. Recongition and Reward 14. In – Depth individual intervention: These leverage points indicate where, in terms of the organizational model, specific change efforts can have the greatest impact. (p 220) Beyond that, specific interventions in the normal flow of business can be employed either to change the culture directly or to change it indirectly by altering some other aspect of the organization. (p 221) I’m not suggesting that all twelve will be equally appropriate in every single situation. Instead you should think of these interventions as a tool kit. Each organization has to determine which tools – and more important, which combinations of tools – will be useful in its particular situations. (p 221) 1. Collaborative Culture Definition: This is how Corning began reworking its operating environment: by defining the required environment; constructing its specific dimensions; encouraging broad participation by leadership and other employees; identifying specific behaviors required by the new environment; and defining the relationship of vision, values, and environment to create a clear set of terms for deploying the change. (p 221) In Corning’s case, this work involved the active engagement of several groups. A task force involving nearly three dozen managers provided the initial input that built momentum for the project. At that point the senior leadership team, involving the corporation’s top executives, began fashioning a vision of the new operating environment and defining its dimensions. Their work then went to the hundred – member Corporate Policy Group for further revisions; over time the two groups traded successive versions of the plan back and forth until both were satisfied. Getting started is sometimes the hardest part. (p 222) 2. Measurement and Gap Analysis:
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This note was uploaded on 01/15/2012 for the course BUSI 3003-5 taught by Professor Ralph during the Winter '11 term at Walden University.

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Week 5 Application Notes - Week 5 Application Notes:...

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