The Soda Summit police chief just announced a new shift schedule to her department. In the past, police have always worked eight-hour shifts, five days a week. Now, the chief wants the officers to work ten-hour shifts, four days a week. Her goal is to reduce overtime. Her officers are concerned because they count on overtime to supplement their salaries every month. The police officers’ union in Soda Summit is very powerful, and, in the long run, it will decide whether or not the officers follow the new schedule.
1. The most likely cause of resistance to change in this situation is:
Lack of certainty about future events
Self-interest on the part of the police chief
Self-interest on the part of police officers
2. The most effective tactic for implementing change in this situation would be:
Top management support,
Negotiation,
Coercion,
Education Your company’s CEO recently attended a conference on organizational development (OD) where she heard about a number of new techniques, including appreciative inquiry, uncovering multicultural realities, and organizational discourse. She wants you and several of your coworkers to write a report comparing these new techniques to more traditional OD tools, including team-building activities, survey-feedback activities, large-group interventions, and Kotter’s model of organizational change.
3. Use your knowledge of organizational development to answer the following questions, which contain information you would need to write your report. The time frame for the large-group intervention organizational development model is a.FAST or b. slow and gradual
4. In the traditional organizational development model, work is done:
Only by employees
By the entire organization
By individuals and in small groups
Only by a consultant
5. The first step in Kotter’s eight-step model of organizational change is to:
Plan for visible, short-term improvements
Articulate the relationship between new behaviors and organizational success
Establish a sense of urgency
Form a powerful coalition