Case Study: Chipping aside at intel

 Case Study: Breaking away for intel Essay

п»їFACULTY OF ORGANIZATION MANAGEMENT

BM 775 – MASTER IN OFFICE SYSTEMS MANAGEMENT

OSM732 – HANDLING ORGANIZATIONAL ALTER

SEMESTER 03 2012 – JULY 2012

TEST SIMPLY NO: 2

WEIGHTAGE: 20 PERCENT

TIME: 2 HOURS

INSTRUCTION: ANSWER ALL QUESTIONS

SECTION A: 60 SIGNIFIES

QUESTION 1

a)Define the meaning of the term ‘culture'. (2 marks)

Traditions describes patterns of manners that via a long lasting template through which ideas and pictures can be transferred from one era to another, or perhaps from one group to another.

(Haggett, 75: 238)

b)List Offer and Kennedy's four (4) types of culture. Offer an example for each type. (8 marks)

Terrence Deal and Allan Kennedy defined four types of organisational lifestyle:

Tough-Guy, Macho Culture

Work harder and Perform Hard Tradition

Bet-Your-Company High-stakes Culture

Process Culture

The four cultures

1 . Work-hard, play-hard traditions

This has speedy feedback/reward and low risk, leading to:

Anxiety coming from quantity of work instead of uncertainty. High-speed action resulting in high-speed entertainment.

Eg. Eating places, software corporations.

2 . Tough-guy macho lifestyle

This has rapid feedback/reward and high risk, leading to:

Stress caused by high risk and potential loss/gain of praise. Focus on the modern day rather than the longer-term future.

For example. police, doctors, sports.

a few. Process traditions

This has slower feedback/reward and low risk, leading to:

Low stress, plodding work, comfort and security. Anxiety may come from internal national politics and ignorance of the program. Development of bureaucracies and other techniques for maintaining its status. Focus on secureness of the past and of the future.

Eg. banks, insurance companies.

four. Bet-the-company traditions

This has sluggish feedback/reward and high risk, resulting in:

Stress coming from high risk and delay prior to knowing if perhaps actions paid off. The long view is used, but then very much work is usually put into ensuring things happen as organized. Eg. plane manufacturers, oil companies.

Relating to Robert E. Quinn and Ellie S. Cameron at the College or university of Michigan at Ann Arbor, there are four types of company culture: Tribe, Adhocracy, Marketplace, and Structure. Clan oriented civilizations are family-like, with a focus on mentoring, nurturing, and " doing points together. ” Adhocracy oriented cultures are energetic and pioneeringup-and-coming, with a focus on risk-taking, innovation, and " doing issues first. ” Market oriented ethnicities are outcomes oriented, having a focus on competition, achievement, and " getting the job carried out. ” Hierarchy oriented cultures will be structured and controlled, which has a focus on efficiency, stability and " undertaking things right. ”

ISSUE 2

Quickly explain with five (5) reasons why perform people resist to change in an organization.

(10 marks)

1 ) Fear of the unknown/surprise:  This type of resistance occurs mainly when change is implemented without warning the affected stakeholders before the alter occurs. Once change (especially what is perceived as negative change) is pushed upon people with out giving them enough warning and without helping all of them through the process of understanding what the change will incorporate and how their very own jobs/work will probably be affected, it may cause visitors to push back resistant to the change because of their fear of the unknown. installment payments on your Mistrust:  If the people in a section highly value their supervisor because the administrator has built up trust over a period of time, they will be more accepting any alterations. If the administrator is fresh and has not yet attained the trust of their personnel (like my own client), then simply mistrust can easily manifest itself into resistance to change. 3. Decrease of job security/control:  This sort of resistance often occurs when companies publicize they will be reorganization, rearrangement, reshuffling or downsizing. This causes fear amongst employees that they can lose their very own jobs or be came into other positions without their very own input. 5. Bad time:  As this saying will go, " Timing is everything”. Heaping an excessive amount of change on...

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