The OD Groups issues are many but some of these problems could have been

The od groups issues are many but some of these

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environment (Bringselius, 2014). The OD Group’s issues are many, but some of these problems could have been overcome with clearer direction from the company’s president. He if had more clearly articulated the goals to the group, and followed up with clear direction to the rest of the management team in the organization then the OD Group would probably have had more success. One of the great strengths of groups like this can be in their ambiguous structure, which would naturally lead to creative problem solving. What is clear, at least in the case of Hexidecimal, is that the ideas were generally creative, but their implementation lacked the support necessary to succeed company-wide. References Alasadi, R., & Askary, S. (2014). Employee involvement and the barriers to organizational change. International Journal of Information, Business and Management, 6 (1), 29-51. Retrieved from Bringselius, L. (2014). Employee objections to organizational change: A framework for addressing management responses. Organizational Development Journal, 32 (1), 41-54. Retrieved from Brown, D. (2011). An experiential approach to organization development. Upper Saddle River, NJ: Prentice Hall. Muo, I. (2014). The other side of change resistance. International Review of Management and Business Research, 3 (1), 96-112. Retrieved from Perkov, D., Perkov, M., & Papic, M. (2014). Reasons for failure of change implementation and causes of resistance to organizational changes in Croatian enterprises. An Enterprise Odyssey. International Conference Proceedings (pp. 1078-1097). Zagreb: University of Zagreb, Faculty of Economics and Business. Retrieved from I. Problems A. Macro
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1. Resistance to change from some in upper management (if it ain’t broke, don’t fix it) 2. No overarching goal for “OD Group” B. Micro 1. Personality/style differences within “OD Group” 2. Lack of unity of effort from “OD Group” 3. Group interactions with CEO II. Causes A. Lack of direction from CEO B. Lack of direct support from CEO with upper management
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