471 org development

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zbavn1225

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1- A copy of the mid-term for HURD 741 is attached for your completion All responses should be submitted to me by email by 4:00 pm tomorrow 4.26.18. Please send me a text if you have any questions.

2- In an effort to complete your proposal for the Senior Management Team, consider the following as you develop a plan of action for the company:

• Use the Five Stages of Organization Development ( please check the attahmend, i am took a piture for it " A MODEL FOR ORG-DEVOP"

• Determine the diagnostic tools

• Select a Systems Approach to manage the change

• Outline a plan to evaluate the effectiveness of the change process

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Mid-Term ExamHURD 741 Organizational Development Case Study: Merger of US Airways and American Airlines In February 2013, US Airways and American Airlines (AA) announced plans to merge, a union that would create the world’s largest airline. Because this was the fourth major U.S. airline merger in recent years and because the merger would take place in the context of bankruptcy protection sought by American Airlines in 2012, the parties anticipated intense scrutiny of the merger’s competitive effects by the U.S. Department of Justice (DOJ) and thus retained FTI Consulting subsidiary Compass Lexecon to perform the economic analyses required to address the DOJ’s likely concerns. The DOJ was expected to focus on whether the deal would decrease competition in the commercial airline industry enough to permit airlines to increase prices in the various markets served by the merging parties. The extent to which restrictions on operations and/or pricing — designed to mitigate any anticipated competitive effects — were required as conditions for merger approval. With regard to Compass Lexecon’s work on the merger, Bruce Wark, who led AA’s legal and regulatory efforts during the merger process, indicated that "We chose Compass Lexecon to evaluate and quantify the consumer benefits arising from our merger. Their economists have a deep understanding of the airline industry, and they have the reputation and knowhow to convince both regulators and judges. Their work was instrumental both in defending against the claims filed by the DOJ and in finding a resolution with the DOJ that allowed us to consummate our merger." Similarly, Howard Kass, who led US Airways’ legal and regulatory efforts during the merger process, indicated that "Compass Lexecon was a valued member of the U.S. merger team. Having worked successfully with Compass Lexecon on several other projects in front of regulators, we knew that Compass Lexecon would bring a level of professionalism, expertise and candor that is unmatched by others. Compass Lexecon’s devotion to its clients, knack for detail and commitment to finding solutions where none seemingly exist are why we chose Compass Lexecon." FTI Consulting's Role: Subsidiary Compass Lexecon Teams of economists from Compass Lexecon had begun working on the engagement when US Airways first expressed interest in acquiring American Airlines after it had filed for bankruptcy protection in 2012. The teams analyzed massive amounts of data on the airlines’ traffic and pricing practices pertaining to various nonstop and connecting routes in order to assess the potential overall competitive effects of a combination, as well as effects on markets involving Reagan Washington National Airport in particular — where many anticipated that DOJ would require the airlines to surrender a significant number of takeoff and landing slots as a condition for merger approval. Based on these analyses, the Compass Lexecon team prepared whitepapers and held consultations with DOJ staff that demonstrated that the transaction would have the effect of creating a larger network, which would be able to operate more efficiently and effectively, thereby providing new and better options to all airline consumers. By studying the outcomes of recent mergers, as well as pricing and traffic on routes with Adapted from FTI Consulting (http://www.fticonsulting.com/insights/case-studies/merger-of-us-airways-and-american-airlines) different numbers of competitors, the Compass Lexecon team also presented analyses demonstrating that these benefits would swamp any potential competitive harm as a result of the transaction. Despite this evidence, the DOJ surprised the carriers by filing suit to block the merger in August 2013, claiming, among other things, that elimination of US Airways’ Advantage Fares Program, once the merger was consummated, would increase airfares for consumers. Outcome: A pre-trial settlement allowed the deal to proceed In response to the lawsuit, the Compass Lexecon team shifted its focus to converting its prior work into expert reports and presentations that demonstrated that the transaction would create significant consumer benefits with minimal competitive harm, including heightened focus on analyzing and rebutting the DOJ’s concern about Advantage pricing. In November 2013, soon after Compass Lexecon filed its evidence — and just weeks before the trial was scheduled to begin — a settlement was reached that required limited (and anticipated) concessions, including the divestiture of 104 slots at Reagan Washington National Airport and 34 slots at LaGuardia Airport. The settlement, which was upheld by the courts in April 2014, kept the parties’ merger plan intact and will allow $1 billion in estimated annual synergies arising from the transaction to be realized. OD Assignment: Your department is responsible for developing, implementing, and evaluating all Change Management interventions for the new “American Airlines Group Inc. (NASDAQ: AAL)”. You are specifically in charge of creating the change management plan for: Human Capital Strategy In an effort to complete your proposal for the Senior Management Team, consider the following as you develop a plan of action for the company: • • • • Use the Five Stages of Organization Development Determine the diagnostic tools Select a Systems Approach to manage the change Outline a plan to evaluate the effectiveness of the change process Adapted from FTI Consulting (http://www.fticonsulting.com/insights/case-studies/merger-of-us-airways-and-american-airlines) quately by the odk/ Before change. The first step is the manager of disequilibrium or needs improvem or decline or from competitive, techr- to choice. All too often, the problem is solved by not solving it: it takes too they may mine in the individu al sution, so both parties must continue with a tenuous and unharmonious tenment. There must be a felt need, be Sometimes, the psychological contract between the organization and the ways. Managers must be sensitive te mxc address certain key expectations. One or both parties may assume thason out there." ser"may be the underlying assumption of one or both parties. Unstated on erees to some unstated expectations. The phrase "it is intuitively obvious to the tions can lead to an organization of individuals who feel cheated or of war disappointed in their subordinates. To avoid such misunderstandings, both parties and the representatives of the organization-should formulate a psychological com te continually renegotiated. Stage 2: Develop the Practi- After an organization recognizes relationship begins to develop bet person or organization that is bei tant determinant of the probables relationships, the exchange of contract) depends to a great des tioner and the client system. TH cation, a relationship of trust, responsibility, rewards, and point. The practitioner must d. For instance, the practitioner A MODEL FOR ORGANIZATIONAL DEVELOPMENT Organization development is a continuing process of long-term organizational improve program, the emphasis sisting of a series of stages, as shown in Figure 1.6. In an OD a combination of individual, team, and organizational relationships. I proposal for the Senior Management Team, consider the following as you develop a plan of action for the company tomorrow ENG Chet Organised the game Change er employee he company ge any exam Best Com Companies magazine s sales and part can be STAGE 1 Mar nd STAGES Develop the Cla Rashi STAGE 4 Action Plans alaga And Technics STAGE The Diagnostic Pha iduals and FIGURE 1.6 Organization Development's Five Stages organiza se the two and tew en its ex pects its quality sique to me de adivid many alien The primary difference between OD and other behavioral science techniques is the em- phasis upon viewing the organization is a total system of interacting and interrelated elements. Organization development is the application of an organization-wide approach to the func- tional structural, technical and personal relationships in organizations. OD programs are bused upon a systematic analysis of problems and a top management actively committed to the change effort. The purpose of such a program is to increase organizational effectiveness by the application of OD values and techniques. Many organization development programs use the action research model. Action research involves collecting information about the organi- zation, feeding it back to the client system, and developing and implementing action programs to improve system performance. The manager also needs to be aware of the processes that should be considered when one is attempting to create change. This section presents a five- stage model of the total organization development process. Each stage is dependent on the preceding one, and successful change is more probable when each of these stages is consid- ered in a logical sequence. ns of nt. hay Sto fly an- I. Stage 1: Anticipate a Need for Change Before a program of change can be implemented, the organization must anticipate the need for change. The first step is the manager's perception that the organization is somehow in a state of disequilibrium or needs improvement. The state of disequilibrium may result from growth or decline or from competitive, technological, legal, or social changes in the external environ- ment. There must be a felt need, because only felt needs convince individuals to adopt new ways. Managers must be sensitive to changes in the competitive environment, to "what's going on out there." sche Stage 2: Develop the Practitioner-Client Relationship After an organization recognizes a need for change and an OD practitioner enters the system, a relationship begins to develop between the practitioner and the client system. The client is the person or organization that is being assisted. The development of this relationship is an impor- tant determinant of the probable success or failure of an OD program. As with many interpersonal relationships, the exchange of expectations and obligations (the formation of a psychological contract) depends to a great degree upon a good first impression or match between the practi- tioner and the client system. The practitioner attempts to establish a pattern of open communi- cation, a relationship of trust, and an atmosphere of shared responsibility. Issues dealing with responsibility, rewards, and objectives must be clarified, defined, or worked through at this point The practitioner must decide when to enter the system and what his or her role should be. For instance, the practitioner may intervene with the sanction and approval of top management by using CA baly two kinds of com indis is ove-stage of indisiduals knowledge. The man mind that ians of the group with the client Crescent level and was pully exp and a so /pter from a vesty was invited kwane ne D program as become almost ines only Continual change is forts is This uously improve perfo op model or paradigm As an OD pro moves toward inder the practitioner-che come overly depen and awkward issue not the practitioner ganizations, wheth The individuals in are power-motiva have disagreemer reality and ofter tioners deal with OD, an OD prog be aware of pol situations. stage. The Diagnostic process de pe terase clut begin to gather data about the system. The c om the diagnosis pre deose telor perspective may be internal OD www.support of members in the lower levels of the org main by the organization As the inde Mine managers and workers to pond and developed a working relationsion of data in and providing the mind and the practitioner with a better understanding of Tito question the client's diagnosis of the Che le ofron for the DracticAfter acquiring information relevant to le coperchid ole the problem the OD practitioner and client together analyze the date parus and relationships. A weak inaccurate, or faulty diagnosis can the problem that is saluto defy the forces causing the situation, and to provide e cosy and intelectuate program. The diagnostic phase, then, is used to determine the changes and techniques. sually generate a large amount of "hard" or operational data, the may present incomplete picture of organizational performance. The practitioner and as for further action programs. One organization, for instance, was having a problem with Anjemployee over the practitioner investigated the lugh tumover rate by means of a ques come creare che rage or depth of the available data by interview of questionnaire more to determine why the problem existed, and from these data designed an OD program to yesang big cursoves CD progradis Rase since reduced employee tumover to 19 percent cam. The firm's colores felt it had become a bureaucratic organization clogged with red Ata por food comparty, a new executive vice president ticeded to move quickly to im prove the division's performance. With the help of an external practitioner, data were gathered by Le problems. Then without identifying the source of conuments, the management tean) conducting intensive interviews with top management, as well as with outsiders, to determine worked on the information in a 10-hour session until they were able to hammer out the problems Desk for anberrayer Summary This chapte: organizatior ment and o introduced ment (OD) compared with 34 percent for the industry and develop a plan of action Stage 4: Action Plans, Strategies, and Techniques is total quality management (TQM). job design, role analysis , goal setting, team building, and are discussed in detail in subsequent chapters) . In all likelihood, more time will be spent on this intergroup development to the causes specified in the diagnostic phase (all of these techniques fourth stage than on any of the other stages of an OD program. effectivene . Cha initi age! ucte ada . O m te problems and increasing organization effectiveness. These programs apply such OD techniques SO 1 Stage 5: Self-Renewal Monitor, and Stabilize Once an action program is implemented the final step is to monitor the results and stabilize the desired changes. This stage assesses the effectiveness of change strategies in attaining stated objectives. The system members need to know the results of change efforts in order to determine whether they ought to modify, continue, or discontinue the activities. Once a prob- len has been corrected and a change program is implemented and monitored, means must be devised to make sure that the new behavior is stabilized and internalized. If this the system will regress to previous ineffective modes or states. The ideal OD program will cre- not done, ate a client system that has a self-renewal capability that can maintain innovation without out- side support Continuous Improvement In today's environment, companies seeking to be successful and survive are faced with the need 10 continually introduce changes. The unlikely has become commonplace, and the unthinkable action for DLL Clapter 1 - Organization Development and Reinventing the has become almost inevitable. The most important lesson managers need to learn is that there are only two kinds of companies those that are changing, and those that are going out of business, Continual change is a way of life. A critical challenge for managers who are leading change ef- forts is to inspire individuals to work as a team. This five-stage model shows how different OD methods and approaches are used to contin- uously improve performance so that the vision can be achieved. It is important to remember that no model or paradigm is perfect, but it can still provide useful approaches to change. As an OD program stabilizes, the need for the practitioner should decrease. If the client moves toward independence and evidences a self-renewal capacity, the gradual termination of the practitioner-client system relationship is easily accomplished. If the client system has be- come overly dependent upon the practitioner, termination of the relationship can be a difficult and awkward issue. An important issue in the implementation of an OD program is whether or not the practitioner is able to deal effectively with power and political infighting. Hierarchical or ganizations, whether they are business, governmental, for-profit, or not-for-profit, rely on power. The individuals in positions of influence generally constitute the power structure and frequently are power-motivated people. Managers compete for promotions, and departments and divisions have disagreements over budget allocations. In addition to power issues, political infighting is reality (and often a dysfunctional factor) in most organizations. The issue is whether OD practi- tioners deal with these power and political issues in bringing about a change. Given the nature of OD, an OD program is not a political power type of intervention. Still, the OD practitioner must be aware of politics and use a problem-solving approach that is compatible with power-oriented situations. Summary This chapter focused on several major issues. One is that organizations operate in a dynamic and changing environ- ment and consequently must be adaptive. You have been introduced to the emerging field of organization develop- ment (OD) and the ways it is used to improve organizational effectiveness. • Challenge. One of the manager's most difficult tasks is initiating organization change and renewal. As a man- ager, you must be sensitive to changes in markets, prod- ucts, and competition, and be aware of the need for an adaptive and flexible organization. • Organization Development. Organization develop- ment is the discipline that applies behavioral science techniques to management problems. Because the es- sential task of management is to deal with change, it is the purpose of this book to better prepare managers for this task. • Change is Constant. Change in our dynamic environ- ment is unavoidable. And change is occurring so rapidly that it is a moving target. An organization will be able to survive only if it can effectively respond and anticipate vironment and related areas, such as plied social sciences, inte and decision making. If ganization, they are inte come from outside the o practitioners. • Culture. Culture is the se civilization, society, or the shared language, dr system, interactions, and an organization . Socialization. Sociali- employees to the org class for the first time a new job. You may d room norms, you ma room norms, or individualism. • Psychological Co brings many under explains them, an shared responsibil organization
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Explanation & Answer

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Running head: ORGANIZATIONAL DEVELOPMENT

Organization Development

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Institution

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ORGANIZATIONAL DEVELOPMENT

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Introduction
Organizational development is developed as practices that businesses undertake to expand
knowledge on how to achieve effectiveness in having successful organizational change as well
performance. The process helps in improving the change in terms of policies, leadership power,
job design, and control. The main focus on organizational development enables efficiency and
effectiveness. With the merge of airways and American airline, the main focus is on organization
design that will decrease competitiveness as well as facilitate change in pricing.
Five stage organization development
The organizational development theory has five stages involved in bringing in this efficiency and
help in problem-solving that are witnessed as change takes effect. The first stage is anticipation
on the need for change. There are several reasons that would trigger an organization need for
change. It could be either positive or negative growth of the business, change in the market,
innovation or even technological advancement. In our case, the airlines want to seek
competitiveness in the market. This being the motivating factor for the change (Devi, 2016). The
second stage involves the development of practitioner. This stage calls for brainstorming where
the main agenda is to come up that will be able to impress customers on the first experience. The
third stage calls for the diagnostic stage. This stage helps in understanding client system related
problems. At this stage, the partners in this merge will be required to work in the sense of trust
rather than competition what could have been witnessed before. The fourth stage involves action
plans strategies and techniques implementation. It is at this stage that the merging companies
will be required to implement the new solution with the aim of achieving their set goals and
objectives. The last stage involves renewal, monitoring and stabilizing so as to achieve the
desired results.
Diagnostic tools
Diagnostic tools to be used in this merge will tend to mean the training needs needed to achieve
the competitive advantage as well as ensure that the merger has become a success. The tool used
may be aimed at ensuring that the business operations are efficient and that effectiveness has
been achieved at the far end. One of the diagnostic tools that can be applied in our case is the
SWOT analysis. The SWOT analysis requires that the business get to study their strengths,
weaknesses, opportunities, and threats. This way it will be easy for the management to identify
what should be done at what stage and what will bring in the effectiveness and what might not be
of any help
SWOT analysis for the merger
In terms of strengths the merger represents a fast-growing company that has the potential to
reach worldwide custom...


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