Group Case Study Project

Group Case Study Project – Week 4
Suppose you want to bring about a change in your organization. Do you really know how to go about making that change? You may use some type of strategy to convey the change process. You may also focus on the impact of the change and how it will benefit the organization. However, some employees might resist this change, so you need to have a backup plan to convince these employees.
Read the following case:
Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization. In T. D. Jick & M. A. Peiperl (Eds.), Managing change: Cases and concepts (2nd ed., pp. 268 – 280). Boston: Irwin/McGraw Hill.ISBN 0-25-626458-9.
For this Group Case Study Project, you will be assigned to a team of 3 – 5 members. Group work should be conducted within each group’s designated Group Discussion area.
In your initial posting, please address the following as a group:
Read and discuss the case.
Analyze the change effort using Nadler’s integrated change agenda – values, governance, operating environment, operational performance, organization, strategy, and purpose.
Include any other important components you believe should be part of a complete case analysis.
Make a team recommendation on how Lars Kolind should proceed, given the resistance he is facing.With these thoughts in mind:
Post a 5-page document, in APA formatting, by Day 4 that expresses your team’s thoughts.
Learning ResourcesPlease read and review this week’s Learning Resources before you complete the Discussion.ReadingCourse Text: Champions of Change: How CEOs and Their Companies Are Mastering the Skills of Radical Change
Chapter 7, “Waging the Great Campaign: Developing a Shared Direction”
Chapter 7 explores three important avenues open to managers in the development of a shared direction in an organization. These avenues are reshaping the executive team, creating the agenda for change, and building support. The chapter explains how each of these avenues helps employees participate in the organizational change process.
Focus on the three avenues that help managers develop a shared direction in an organization.
Chapter 8, “Building a New Strategy: The Strategic Choice Process”
The implementation of the change process has four components. Chapter 8 focuses on one of these four components—the strategic choice process—and explains various elements of the process, such as intentions and concrete action. The chapter also describes the flaws in the strategic process, such as inadequate participation, unclear assumptions, and one-off decision making.
Focus on the strategic choice process undertaken by Xerox that helped the company to build a blueprint for its future.
Course Text: The Deep Change Field Guide: A Personal Course to Discovering the Leader Within
Chapter 4, “Personal Change and Positive Organizing”
Chapter 5, “The Fundamental State of Leadership”
Case Study:Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization. In T. D. Jick & M. A. Peiperl (Eds.), Managing change: Cases and concepts (2nd ed., pp. 268–280). Boston: McGraw-Hill/Irwin.