Business Finance
SEU Strategic Orientation for a Organization Development Case Study

mgt 404

Saudi electronic university

MGT

Question Description

I’m trying to study for my Management course and I need some help to understand this question.

use at least two scholarly, peer-reviewed references in support of each answer and also incorporate the key concepts from the course.

·Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism)

pleas do not change any things

case study word should be at least 3000 words.

Unformatted Attachment Preview

College of Administrative and Financial Sciences Assignment 2 Deadline: 02/04/2020 @ 23:59 Course Name: Organization Design & Development Student’s Name: Course Code: MGT404 Student’s ID Number: Semester: II CRN: Academic Year: 1440/1441 H For Instructor’s Use only Instructor’s Name: Students’ Grade: Level of Marks: Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism). • Submissions without this cover page will NOT be accepted. Department of Business Administration Organization Design and Development- MGT 404 Assignment 2 Marks: 10 Course Learning Outcomes: • Analyze the strategic role of change in the organization and its impact on organizational performance (Lo 2.9) • Identify and apply the basic steps of the organizational development process (Lo 2.5) • Define the human, structural and strategic dimensions of the organizational development (Lo 1.5 & 3.1) Assignment Instructions: • Be sure to use at least two scholarly, peer-reviewed references in support of each answer and also incorporate the key concepts from the course. Assignment Workload: • This Assignment comprise of a Case study. • Assignment is to be submitted by each student individually. Assignment-1 • Please read the case study entitled as “Top Management Team at Ortiv Glass Corporation.” available in the textbook “Organization Development & Change” 9th edition by Cummings, T and Worley, C and answer the following questions: Assignment Question(s): • Q.1 Discuss why ‘strategic orientation’ is fundamental to diagnosis in OD. Support your answer using two examples from this case study. (1.5 marks) (Lo 2.9) • Q.2 Explain why it is important for a group design to be congruent with the larger organization design. Support your answer using an example from this case study (1.5 marks) (Lo 1.5 & 3.1) • Q.3 Based on your understanding of the group-level diagnostic model, describe and evaluate each of the Ortiv’s team design components: - Goal clarity (1 mark) (Lo 2.5) - Task structure (1 mark) (Lo 2.5) - Team functioning (1 mark) (Lo 2.5) - Group composition (1 mark) (Lo 2.5) - Group norms (1 mark) (Lo 2.5) • Q.4 Discuss how the group design of Ortiv’s Glass Corporation could positively or negatively impacts on the diagnosis of design components at the individual level. (2 Marks) (Lo 2.9) Answers: A.1… A.2… A.3… 3.1… 3.2… 3.3… 3.4… 3.5… A.4… 9e Organization Development & Change Thomas G. Cummings University of Southern California Christopher G. Worley University of Southern California Pepperdine University Australia • Brazil • Canada • Mexico • Singapore • Spain • UnitedKingdom • UnitedStates Organization Development & Change, 9th Edition Thomas G. Cummings & Christopher G. Worley Vice President of Editorial, Business: Jack W. Calhoun © 2009, 2005 South-Western, a part of Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright hereon may be reproduced or used in any form or by any means— graphic, electronic, or mechanical, including photocopying, recording, taping, Web distribution, information storage and retrieval systems, or in any other manner—except as may be permitted by the license terms herein. Vice President/Editor-in-Chief: Melissa Acuña Executive Editor: Joe Sabatino Developmental Editor: Denise Simon Marketing Manager: Clint Kernen Content Project Manager: D. Jean Buttrom Manager of Technology, Editorial: John Barans For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online at www.cengage.com/permissions Further permissions questions can be emailed to permissionrequest@cengage.com Media Editor: Rob Ellington Website Project Manager: Brian Courter Frontlist Buyer, Manufacturing: Doug Wilke Production Service: Integra Software Services, Pvt., Ltd. Sr. Art Director: Tippy McIntosh Cover and Internal Designer: Mike Stratton, Stratton Design Cover Image: Chad Baker, Getty Images ExamView® is a registered trademark of eInstruction Corp. Windows is a registered trademark of the Microsoft Corporation used herein under license. Macintosh and Power Macintosh are registered trademarks of Apple Computer, Inc. used herein under license. © 2008 Cengage Learning. All Rights Reserved. Library of Congress Control Number: 1234567890 Student Edition ISBN 13: 978-0-324-42138-5 Student Edition ISBN 10: 0-324-42138-9 Instructor’s Edition ISBN 13: 978-0-324-58054-9 Instructor’s Edition ISBN 10: 0-324-58058-1 South-Western Cengage Learning 5191 Natorp Boulevard Mason, OH 45040 USA Cengage Learning products are represented in Canada by Nelson Education, Ltd. For your course and learning solutions, visit academic.cengage.com Purchase any of our products at your local college store or at our preferred online store www.ichapters.com Printed in Canada 1 2 3 4 5 6 7 12 11 10 09 08 Dedication To Chailin and Debbie, the loves of our lives brief contents Preface CHAPTER 1 General Introduction to Organization Development PART 1 Overview of Organization Development CHAPTER 2 The Nature of Planned Change CHAPTER 3 The Organization Development Practitioner PART 2 The Process of Organization Development 1 22 CHAPTER 14 Restructuring Organizations 315 CHAPTER 15 Employee Involvement 350 CHAPTER 16 Work Design 376 PART 5 Human Resource Management Interventions 419 46 CHAPTER 17 Performance Management 420 74 CHAPTER 18 Developing Talent 451 CHAPTER 19 Managing Workforce Diversity and Wellness 473 23 CHAPTER 4 Entering and Contracting 75 CHAPTER 5 Diagnosing Organizations 87 CHAPTER 6 Diagnosing Groups and Jobs 107 PART 6 Strategic Change Interventions 504 CHAPTER 20 Transformational Change 505 CHAPTER 7 Collecting and Analyzing Diagnostic Information 121 CHAPTER 21 Continuous Change 535 CHAPTER 8 Feeding Back Diagnostic Information 139 CHAPTER 22 Transorganizational Change 561 CHAPTER 9 Designing Interventions 151 CHAPTER 10 Leading and Managing Change 163 CHAPTER 11 Evaluating and Institutionalizing Organization Development Interventions 189 PART 3 Human Process Interventions 252 CHAPTER 12 Interpersonal and Group Process Approaches 253 CHAPTER 13 Organization Process Approaches 276 PART 4 Technostructural Interventions iv xv 314 PART 7 Special Applications of Organization Development CHAPTER 23 Organization Development in Global Settings 613 614 CHAPTER 24 Organization Development in Nonindustrial Settings: Health Care, School Systems, the Public Sector, and Family-Owned Businesses 651 CHAPTER 25 Future Directions in Organization Development 693 Glossary 746 Name Index 756 Subject Index 760 contents Preface xv CHAPTER 1 General Introduction to Organization Development 1 Organization Development Defined 1 The Growth and Relevance of Organization Development 4 A Short History of Organization Development Laboratory Training Background Action Research and Survey Feedback Background Normative Background Productivity and Quality-of-Work-Life Background Strategic Change Background 6 6 8 9 11 12 Evolution in Organization Development 12 Overview of The Book 14 Summary 17 Notes 17 PART 1 Overview of OrganizationDevelopment CHAPTER 2 The Nature of Planned Change 22 23 Theories of Planned Change Lewin’s Change Model Action Research Model The Positive Model Comparisons of Change Models 23 23 24 27 29 General Model of Planned Change Entering and Contracting Diagnosing Planning and Implementing Change Evaluating and Institutionalizing Change 29 29 30 30 31 Different Types of Planned Change Magnitude of Change 31 31 Application 2-1 Planned Change at the San Diego County Regional Airport Authority Degree of Organization 32 35 Application 2-2 Planned Change in an Underorganized System Domestic vs. International Settings 37 40 Critique of Planned Change Conceptualization of Planned Change Practice of Planned Change 41 41 42 Summary 43 Notes 44 v vi Contents CHAPTER 3 The Organization Development Practitioner 46 Who is the Organization Development Practitioner? 46 Competencies of an Effective Organization Development Practitioner 48 The Professional Organization Development Practitioner Role of Organization Development Professionals 53 53 Application 3-1 Personal Views of the Internal and External Consulting Positions Careers of Organization Development Professionals 56 59 Professional Values 60 Professional Ethics Ethical Guidelines Ethical Dilemmas 61 61 62 Application 3-2 Kindred Todd and the Ethics of OD 65 Summary 66 Notes 67 Appendix 70 PART 2 The Process of Organization Development CHAPTER 4 Entering and Contracting 74 75 Entering into an OD Relationship Clarifying the Organizational Issue Determining the Relevant Client Selecting an OD Practitioner 76 76 76 77 Developing a Contract Mutual Expectations 79 79 Application 4-1 Entering Alegent Health Time and Resources Ground Rules 80 81 81 Interpersonal Process Issues in Entering and Contracting 81 Application 4-2 Contracting with Alegent Health 82 Summary 86 Notes 86 CHAPTER 5 Diagnosing Organizations 87 What is Diagnosis? 87 The Need for Diagnostic Models 88 Open Systems Model Organizations as Open Systems Diagnosing Organizational Systems 89 89 92 Organization-Level Diagnosis Organization Environments and Inputs Design Components Outputs Alignment Analysis 94 94 96 99 99 99 Application 5-1 Steinway’s Strategic Orientation 100 Summary 105 Notes 105 vii Contents CHAPTER 6 Diagnosing Groups and Jobs 107 Group-Level Diagnosis Inputs Design Components Outputs Fits Analysis 107 107 108 109 110 110 Application 6-1 Top-Management Team at Ortiv Glass Corporation 111 Individual-Level Diagnosis Inputs Design Components Fits Analysis 113 113 114 115 115 Application 6-2 Job Design at Pepperdine University 116 Summary 119 Notes 120 CHAPTER 7 Collecting and Analyzing Diagnostic Information 121 The Diagnostic Relationship 121 Methods for Collecting Data Questionnaires Interviews Observations Unobtrusive Measures 123 124 126 127 128 Sampling 129 Techniques for Analyzing Data Qualitative Tools 130 130 Application 7-1 Collecting and Analyzing Diagnostic Data at Alegent Health Quantitative Tools 132 133 Summary 137 Notes 138 CHAPTER 8 Feeding Back Diagnostic Information Determining the Content of the Feedback 139 139 Characteristics of the Feedback Process 141 Survey Feedback What Are the Steps? 142 142 Application 8-1 Training OD Practitioners in Data Feedback Survey Feedback and Organizational Dependencies 143 145 Application 8-2 Operations Review and Survey Feedback at Prudential Real Estate Affiliates Limitations of Survey Feedback Results of Survey Feedback 146 147 148 Summary 149 Notes 149 CHAPTER 9 Designing Interventions 151 What are Effective Interventions? 151 How to Design Effective Interventions Contingencies Related to the Change Situation Contingencies Related to the Target of Change 152 152 154 viii Contents Overview of Interventions Human Process Interventions 156 156 Summary 161 Notes 162 CHAPTER 10 Leading and Managing Change 163 Overview of Change Activities 163 Motivating Change Creating Readiness for Change Overcoming Resistance to Change 165 165 166 Application 10-1 Motivating Change in the Sexual Violence Prevention Unit of Minnesota’s Health Department 168 Creating a Vision Describing the Core Ideology Constructing the Envisioned Future 169 170 171 Developing Political Support 171 Application 10-2 Creating a Vision at Premier Assessing Change Agent Power Identifying Key Stakeholders Influencing Stakeholders 172 174 175 175 Managing the Transition 176 Application 10-3 Developing Political Support for the Strategic Planning Project in the Sexual Violence Prevention Unit Activity Planning Commitment Planning Change-Management Structures Learning Processes 177 178 179 179 179 Sustaining Momentum 180 Application 10-4 Transition Management in the HP–Compaq Acquisition Providing Resources for Change Building a Support System for Change Agents Developing New Competencies and Skills Reinforcing New Behaviors Staying the Course 181 182 183 183 183 184 Summary 184 Notes 185 Application 10-5 Sustaining Transformational Change at the Veterans Health Administration 187 CHAPTER 11 Evaluating and Institutionalizing Organization Development Interventions 189 Evaluating Organization Development Interventions Implementation and Evaluation Feedback Measurement Research Design 189 189 192 197 Institutionalizing Organizational Changes Institutionalization Framework 200 200 Application 11-1 Evaluating Change at Alegent Health Organization Characteristics Intervention Characteristics Institutionalization Processes Indicators of Institutionalization 201 203 204 205 206 Application 11-2 Institutionalizing Structural Change at Hewlett-Packard 208 Summary 210 ix Contents Notes 210 Selected Cases Kenworth Motors Peppercorn Dining Sunflower Incorporated Initiating Change in the Manufacturing and Distribution Division of PolyProd Evaluating the Change Agent Program at Siemens Nixdorf (A) 212 212 217 239 241 247 PART 3 Human Process Interventions CHAPTER 12 Interpersonal and Group Process Approaches 252 253 Process Consultation Group Process Basic Process Interventions Results of Process Consultation 253 254 255 257 Application 12-1 Process Consultation at Action Company 258 Third-Party Interventions An Episodic Model of Conflict Facilitating the Conflict Resolution Process 259 260 261 Application 12-2 Conflict Management at Balt Healthcare Corporation 262 Team Building Team-Building Activities Activities Relevant to One or More Individuals Activities Oriented to the Group’s Operation and Behavior Activities Affecting the Group’s Relationship with the Rest of the Organization 263 264 267 268 Application 12-3 Building the Executive Team at Caesars Tahoe The Manager’s Role in Team Building The Results of Team Building 269 270 271 Summary 273 Notes 273 CHAPTER 13 Organization Process Approaches 268 276 Organization Confrontation Meeting Application Stages Results of Confrontation Meetings 276 276 277 Application 13-1 A Work-Out Meeting at General Electric Medical Systems Business 278 Intergroup Relations Interventions Microcosm Groups Application Stages Resolving Intergroup Conflict 279 279 280 281 Large-Group Interventions 284 Application 13-2 Improving Intergroup Relationships in Johnson & Johnson’s Drug Evaluation Department Application Stages 285 287 Application 13-3 Using the Decision Accelerator to Generate Innovative Strategies in Alegent’s Women’s and Children’s Service Line Results of Large-Group Interventions 290 294 Summary 295 Notes 295 Selected Cases Lincoln Hospital: Third-Party Intervention Ben & Jerry’s (A): Team Development Intervention 297 297 304 x Contents PART 4 Technostructural Interventions 314 CHAPTER 14 Restructuring Organizations 315 Structural Design The Functional Structure The Divisional Structure The Matrix Structure The Process Structure The Customer-Centric Structure 315 316 318 319 322 324 Application 14-1 Healthways’ Process Structure The Network Structure 325 328 Downsizing 331 Application 14-2 Amazon.com’s Network Structure Application Stages Results of Downsizing 332 334 337 Application 14-3 Strategic Downsizing at Agilent Technologies 338 Reengineering Application Stages 340 341 Application 14-4 Honeywell IAC’s Totalplant™ Reengineering Process Results from Reengineering 344 346 Summary 346 Notes 347 CHAPTER 15 Employee Involvement 350 Employee Involvement: What Is It? A Working Definition of Employee Involvement The Diffusion of Employee Involvement Practices How Employee Involvement Affects Productivity 350 351 352 352 Employee Involvement Applications Parallel Structures 354 354 Application 15-1 Using the AI Summit to Build Union–Management Relations at Roadway Express Total Quality Management 356 359 Application 15-2 Six-Sigma Success Story at GE Financial High-Involvement Organizations 365 367 Application 15-3 Building a High-Involvement Organization at Air Products and Chemicals, Inc. 370 Summary 373 Notes 373 CHAPTER 16 Work Design 376 The Engineering Approach 376 The Motivational Approach The Core Dimensions of Jobs Individual Differences Application Stages Barriers to Job Enrichment 377 378 379 380 382 Application 16-1 Enriching Jobs at the Hartford’s Employee Relations Consulting Services Group Results of Job Enrichment 383 385 The Sociotechnical Systems Approach Conceptual Background Self-Managed Work Teams 386 387 388 xi Contents Application Stages Results of Self-Managed Teams 391 393 Application 16-2 Moving to Self-Managed Teams at ABB 394 Designing Work for Technical and Personal Needs Technical Factors Personal-Need Factors Meeting Both Technical and Personal Needs 397 398 399 400 Summary 401 Notes 402 Selected Cases City of Carlsbad, California: Restructuring the Public Works Department (A) C&S Wholesale Grocers: Self-Managed Teams 405 405 408 PART 5 Human Resource Management Interventions CHAPTER 17 Performance Management 419 420 A Model of Performance Management 421 Goal Setting Characteristics of Goal Setting Establishing Challenging Goals Clarifying Goal Measurement Application Stages Management by Objectives Effects of Goal Setting and MBO 422 422 423 423 424 424 426 Performance Appraisal 426 Application 17-1 The Goal-Setting Process at Siebel Systems The Performance Appraisal Process Application Stages Effects of Performance Appraisal 427 428 430 431 Reward Systems 431 Application 17-2 Adapting the Appraisal Process at Capital One Financial Structural and Motivational Features of Reward Systems Skill- and Knowledge-Based Pay Systems Performance-Based Pay Systems Gain-Sharing Systems Promotion Systems Reward-System Process Issues 432 434 437 438 440 442 443 Application 17-3 Revising the Reward Systemat Lands’ End 444 Summary 447 Notes 447 CHAPTER 18 Developing Talent 451 Coaching and Mentoring What Are the Goals? Application Stages The Results of Coaching and Mentoring 451 452 452 453 Career Planning and Development Interventions What Are the Goals? Application Stages The Results of Career Planning and Development 453 454 455 463 Management And Leadership Development Interventions 463 Application 18-1 PepsiCo’s Career Planning and Development Framework What Are the Goals? Application Stages 464 466 466 xii Contents Application 18-2 Leading Your Business at Microsoft Corporation The Results of Development Interventions 468 469 Summary 469 Notes 470 CHAPTER 19 Managing Workforce Diversityand Wellness 473 Workforce Diversity Interventions What Are the Goals? Application Stages The Results for Diversity Interventions 473 473 475 478 Employee Stress and Wellness Interventions What Are the Goals? 479 479 Application 19-1 E ...
Purchase answer to see full attachment
Student has agreed that all tutoring, explanations, and answers provided by the tutor will be used to help in the learning process and in accordance with Studypool's honor code & terms of service.

Final Answer

Goodbye! Please recommend any edits. I hope to work with you again. Please remember to invite me privately in the future.

College of Administrative and Financial Sciences

Assignment 2
Deadline: 02/04/2020 @ 23:59
Course Name: Organization Design &
Development

Student’s Name:

Course Code: MGT404

Student’s ID Number:

Semester: II

CRN:

Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:

Level of Marks:

Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
• Submissions without this cover page will NOT be accepted.

Department of Business Administration
Organization Design and Development- MGT 404
Assignment 2
Marks: 10

Course Learning Outcomes:
• Analyze the strategic role of change in the organization and its impact on organizational
performance (Lo 2.9)
• Identify and apply the basic steps of the organizational development process (Lo 2.5)
• Define the human, structural and strategic dimensions of the organizational
development (Lo 1.5 & 3.1)

Assignment Instructions:
• Be sure to use at least two scholarly, peer-reviewed references in support of each
answer and also incorporate the key concepts from the course.

Assignment Workload:
• This Assignment comprise of a Case study.
• Assignment is to be submitted by each student individually.

Assignment-1
• Please read the case study entitled as “Top Management Team at Ortiv Glass
Corporation.” available in the textbook “Organization Development & Change” 9th
edition by Cummings, T and Worley, C and answer the following questions:

Assignment Question(s):
• Q.1 Discuss why ‘strategic orientation’ is fundamental to diagnosis in OD. Support your
answer using two examples from this case study. (1.5 marks) (Lo 2.9)
• Q.2 Explain why it is important for a group design to be congruent with the larger
organization design. Support your answer using an example from this case study (1.5
marks) (Lo 1.5 & 3.1)
• Q.3 Based on your understanding of the group-level diagnostic model, describe and
evaluate each of the Ortiv’s team design components:
- Goal clarity (1 mark) (Lo 2.5)
- Task structure (1 mark) (Lo 2.5)

- Team functioning (1 mark) (Lo 2.5)
- Group composition (1 mark) (Lo 2.5)
- Group norms (1 mark) (Lo 2.5)
• Q.4 Discuss how the group design of Ortiv’s Glass Corporation could positively or
negatively impacts on the diagnosis of design components at the individual level. (2
Marks) (Lo 2.9)

Answers:
A.1…
Strategic orientation is the ability to connect one's long-term initial willpower to daily tasks.
This process recognizes the full effects of actions and thoughts from simple to sophisticated
understanding. Diagnosis is defined as the procedure of understanding the current function system in
an organization. The process involves gathering data and the relevant information about a situation
followed by proper analysis of that data, deducing of pertinent conclusions, and finally coming up
with significant recommendations to remedy the situation. The whole procedure of Diagnosis is
aimed at improving organization functioning. Thorough understanding of the organization's current
performance and function, Diagnosis offers the necessary information required to make relevant
changes and interventions (Cummings & Worley, 1989). Generally, in an organization set up,
Diagnosis happens throughout as manager, Organization development practitioners, and organization
members try to contemplate the factors that influence the progress and organization effectiveness and
how they guide the organization in a particular way.
Organization development includes both social, professional area, and scientific areas. There
are various activities covered in organizational development. These activities include top corporate
team building, municipal, structural change, and job improvement in manufacturing companies.
Additionally, organization development as a study addresses various fields. Impacts of change in an

organization, methods of organization change, and factors that affect the suc...

ProfHenryM (16572)
UCLA

Anonymous
The tutor was pretty knowledgeable, efficient and polite. Great service!

Anonymous
Heard about Studypool for a while and finally tried it. Glad I did caus this was really helpful.

Anonymous
Just what I needed… fantastic!

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4
Similar Questions
Related Tags