Tom should employ one of the new managers to work with a legacy manager to best identify areas in need of change and develop the strategic plan for change implementation. In relation to figure 4.2 from the text, the new manager would best serve as an analyzer archetype, while the old manager would function as a persuader (Brown, 2011, p.91) . This would best ensure that only necessary systems and processes were updated, and would secure employee buy-in. Once initial changes are laid out the better systems for training, promotion, and change management can be designed and implemented. Brown, D. (2011). An experiential approach to organization development, 8 th Ed. Upper Saddle River, NJ: Prentice Hall. Colletti, J. A., & Chonko, L. B. (1997). Change management initiatives: Moving sales organizations from obsolescence to high performance. The Journal of Personal Selling & Sales Management, 17 (2), 1-30. Worren, N. A., Ruddle, K., & Moore, K. (1999). From organizational development to change management: The emergence of a new profession. The Journal of Applied Behavioral Science, 35 (3), 273-286.
Head, T. (2006). Strategic Organization Development: A Failure of True Organization development. Organization Development Journal, 24 (4), 21-28.
You've reached the end of your free preview.
Want to read both pages?
- Spring '19