Name: JAYA PRAKASH

Roll No: 521068715

Learning Centre: EDUWAY ACADEMY, NAVI MUMBAI

Subject: MB0038 Management Process & Organizational

Behavior

Assignment No: Set 2

Date of Submission at the Learning Centre: 15 DEC 2010

Q.1 Write a note on classical era for evolution of Organization behaviour.

Answer: The Classical Era: - We see this trend to continue in what is called as
the classical era which covers the period between 1900 to mid 1930s. the first
general theories of management began to evolve and the main contributors
during this era were Frederick Taylor, Henri Fayol, Max Weber, Mary parker
Follet and Chester Barnard.

Frederick Taylor’s main emphasis was on finding one best way of doing each
job. He stressed on selecting the right people for the job, train them to do it
precisely in one best way. He favored wage plans to motivate the workers. His
scientific principles of management stressed the following principles:

1. Shift all responsibility for the organization of work from the worker to the
manager; managers should do all the thinking relating to the planning and
design of work, leaving the workers with the task of implementation.

2. Use scientific methods to determine the most efficient way of doing work;
assign the worker’s task accordingly, specifying the precise way in which the
work is to be done.

3. Select the best person to perform the job thus designed.

4. Train the worker to do the work efficiently.

5. Monitor worker performances to ensure that appropriate work procedures are

followed and that appropriate results are achieved.

Taylor was one of the first to attempt to systematically analyze human behavior
at work. He insisted the use of time-and-motion study as a means of
standardizing work activities. His scientific approach called for detailed
observation and measurement of even the most routine work, to find the
optimum mode of performance.

The results were dramatic, with productivity increasing significantly. With

passing time, new organizational functions like personnel and quality control
were created. Of course, in breaking down each task to its smallest unit to find
what Taylor called „„the one best way‟‟ to do each job, the effect was to
remove human variability. Hence he laid the ground for the mass production
techniques that dominated management thinking in the first half of the twentieth
century.

Henri Fayol, a mining engineer and manager by profession, defined the nature
and working patterns of the twentieth-century organization in his book, General
and Industrial Management, published in 1916. In it, he laid down what he called
14 principles of management. This theory is also called the Administrative
Theory. The principles of the theory are:
1. Division of work: tasks should be divided up with employees specializing in a
limited set of tasks so that expertise is developed and productivity increased.

2. Authority and responsibility: authority is the right to give orders and entails
enforcing them with rewards and penalties; authority should be matched with
corresponding responsibility.

3. Discipline: this is essential for the smooth running of business and is

dependent on good leadership, clear and fair arguments, and the judicious
application of penalties.

4. Unity of command: for any action whatsoever, an employee should receive

orders from one superior only; otherwise authority, discipline, order, and stability
are threatened.

5. Unity of direction: a group of activities concerned with a single objective

should be co-coordinated by a single plan under one head.

6. Subordination of individual interest to general interest: individual or group

goals must not be allowed to override those of the business.

7. Remuneration of personnel: this may be achieved by various methods but it

should be fair, encourage effort, and not lead to overpayment.

8. Centralization: the extent to which orders should be issued only from the top
of the organization is a problem which should take into account its
characteristics, such as size and the capabilities of the personnel.

9. Scalar chain (line of authority): communications should normally flow up and

down the line of authority running from the top to the bottom of the organization,
but sideways communication between those of equivalent rank in different
departments can be desirable so long as superiors are kept informed.

10. Order: both materials and personnel must always be in their proper place;
people must be suited to their posts so there must be careful organization of
work and selection of personnel.

11. Equity: personnel must be treated with kindness and justice.

12. Stability of tenure of personnel: rapid turnover of personnel should be

avoided because of the time required for the development of expertise.

13. Initiative: all employees should be encouraged to exercise initiative within

limits imposed by the requirements of authority and discipline.

14. Esprit de corps: efforts must be made to promote harmony within the
organization and prevent dissension and divisiveness.
The management functions, that Fayol stated, consisted of planning, organizing,
commanding, co-coordinating and controlling. Many practicing managers, even
today, list these functions as the core of their activities. Fayol was also one of
the first people to characterize a commercial organization‟s activities into its
basic components.

Q.2 . What is groupthink. Explain.

Answer: Groupthink is a way of thinking that often occurs when group members
work together to brainstorm, evaluate multiple options, or make decisions. In
groupthink, the quality of the end decision is sacrificed in order to minimize
conflict during the decision-making process. The goal of reaching a clear and
comfortable consensus overrides the need to critically evaluate, analyze, and
test their thoughts. Individual group members suppress their creativity and
independent thinking so that they do not disturb the comfort zone of the group's
thoughts and the group consensus. Groupthink often leads to decisions that are
hasty and irrational, and rarely are these decisions the best possible decisions
for the group.

Groupthink is difficult to overcome because it is not a conscious decision made

by the group members - it happens subconsciously. There are, however, certain
ways that brainstorming sessions and group decision making processes can be
designed to combat groupthink:

-Several smaller, independent groups should be used to work on the same

problem (instead of one large, cohesive group)

-All competing ideas and potential alternatives should be considered and

examined in detail

-Group members should be allowed to discuss the decisions with people outside
of the group before a final decision is made

-Outside experts should be invited to contribute to the group meetings

-Group members should be encouraged to undertake the role of "Devil's

Advocate" - This will help the group consider viewpoints that might be contrary
to their initial consensus.

Q.3 Explain the process of negotiation.

Answer: The Negotiation Process: - A model of the negotiation process is as

follows:

Steps in Negotiation
We can identify four basic steps in the negotiation process. They are:
1
1. Preparation: Preparation for negotiations should begin long before the
formal negotiation begins. Each party gathers information about the other
side – its history, likely behaviour, previous interactions and previous
agreements reached by the parties. Each party polls its members to
determine their wishes, expectations, and preferences regarding a new
agreement.

2. Evaluation of Alternatives: The two sides attempt to identify the

bargaining range (i.e., the range in which both parties would find an
agreement acceptable). The bargainers determine the alternatives
acceptable to them and also identify their best alternative if a negotiated
settlement is not reached. Identifying a set of alternatives, including the
best one, helps individuals determine whether to continue the negotiation
or seek another course of action. Both the parties Best Alternative To a
Negotiated Agreement (BATNA) needs to be determined. BATNA
determines the lowest value acceptable to you for a negotiated
agreement for both the parties.

3. Identifying Interests: Negotiators act to satisfy their own interests, which

may include substantive, relationship, personal or organizational ones.
The person or group must assess the other party's interests and then
decide how to respond to those interests in their offers. Effective
negotiations call for satisfying interests by identifying and exploring a
range of possible positions on specific issues.

4. Making Trade-offs and Creating Joint Gains: Bargainers use trade-offs

to satisfy their own and others' interests. Either position would meet the
interests of maintaining a certain standard of living. One way to assess
tradeoffs is

• Begin by identifying the best and worst possible outcomes.

• Next, specify what impact trade-offs will have on these

outcomes.

• Finally, consider whether the changed outcomes will better

meet the parties' interest.

Negotiators need to overcome the idea that a fixed pie of outcomes exists, avoid
non-rational escalation of conflict, pay attention to others' cognitions and avoid
devaluating the others' concessions while overvaluing their own.
2
Q.4 The environmental stressors have a great impact on work
performance and adjustment of the individual in an organization. Discuss
the different categories of environmental stressors.

Answer:

It must be noted that stress factors are subjective and what one person may find
stressful, others may not necessarily experience as negatively. The way in
which we experience and react to stress is described as an emotional condition
which triggers physical, psychological and emotional responses from the
individual.

Formally, a stressor is defined as an event or context that elevates adrenaline

and triggers the stress response which results in the body being thrown out of
balance as it is forced to respond.

Examples of Stress Triggers

• Environmental stressors (elevated sound levels, over-illumination,

overcrowding)

• Daily stress events (e.g. traffic, lost keys)

• Life changes (e.g. divorce, bereavement)

• Workplace stressors (e.g. role strain, lack of control)

Stressors usually fall into one of four categories:

• Internal stressors - these we carry around inside of us. They are self owned
stressors. These stressors may range from the posture we adapt, to addictions
and assessment of life/personal satisfaction or simply not getting enough sleep.

• External stressors - these are the stressors in the environments in which we

operate and will range from parental pressure, to work pressure, to role
pressure, to household pressure, traffic, crime etc.

• Hidden stressors - these are factors which cause stress but where the
underlying cause is difficult to identify. It often results in conflicting feelings and
a sense of an inappropriate reaction or response to a situation. For example
underdeveloped emotional intelligence where self-awareness is not apparent.

• Obvious stressors - there are also those situations which obviously do or are
intended to bring about stress. For example a work deadline would be an
imposed obvious stressor where as the death of a loved one would be un-
imposed but an obvious one.

Types of Environmental Stressors

Noise

Research has demonstrated that high levels of background noise can severely
impair one’s ability to concentrate. It has been shown that excessive,
intermittent or unpredictable noise can cause tension and headaches as well as
raise people's blood pressure. It can impact concentration and reduce the ability
to perform complex tasks. It can also undermine teamwork, as people in a noisy
environment tend to become more irritable and less willing to help one another.

Solutions to noise at work can involve:

• Arranging to work from a home office.

• Installing partitions or physical barriers to reduce or deaden sound.

• Scheduling work tasks so that those requiring the most focus can be
completed when the environment is more peaceful.

• Using meeting rooms separate from the main source of noise.

• If all else fails, using earplugs!

Lighting

Poor lighting, such as insufficient light, light that is too bright or light that shines
directly into one’s eyes can cause eye strain and increase fatigue. In addition to
lighting conditions, the quality of light is also important. Most people are
happiest in bright daylight. Daylight which measures 10,000 lux (equivalent to a
bright sunny day) is known to trigger a release of chemicals in the body that
brings about a sense of psychological well-being. Unfortunately, most types of
artificial light do not seem to have the same effect on mood. You will probably
find that improving the quality of light will also improve the quality of your
working environment. Solutions to poor light conditions at work may include:

• Arranging work spaces to be near a window.

• Whenever possible, allowing natural light to shine through open doors and
windows.

• Trimming bushes that are in front of windows, painting walls with lighter
colours, checking into the possibility of installing skylights.
• Installing brighter light bulbs in work areas or using full-spectrum bulbs in desk
lamps.

Poor Air Quality

Research has shown that poor air quality at work can trigger headaches and
tiredness, as well as impair one’s ability to concentrate. A variety of factors can
contribute to the problem of poor air quality, including a high concentration of
pollutants in the air, poor air circulation or inadequate ventilation.

Other sources of poor air quality include smoking, heating and air conditioning
systems, ionization by electrical equipment, overcrowding (too many people in a
small space), pollution, solvents or other chemicals from carpets, furniture or
paint, and excess humidity or dryness.

Solutions to poor air quality at work may involve:

• Opening windows.

• Banning smoking indoors.

• Using dehumidifiers when humidity is a problem or humidifiers if it is too dry.

• Introducing plants – not only do plants raise the amount of oxygen in the air
and reduce stuffiness, they also help to absorb pollutants in the air; evaporation
of water from plant pots or the plants themselves will help to raise humidity
when the air is too dry.

• Keeping our self hydrated by drinking water.

Clutter and Disorganization

Another source of environmental stress can be a work environment that is dirty,

messy, or uncomfortable. The distraction of working in an area that is
disorganized, untidy and chaotic can make it more difficult to achieve your
goals.

Solutions to disorganization can involve:

• Contracting with janitorial services to ensure the workplace is kept clean.

• Developing systems for organizing product, information, and equipment.

• Implementing on- or off-site storage systems.

• Storing or discarding unnecessary furniture, equipment and office products.

Furniture and Ergonomics

Poorly designed furniture, or the improper use of quality furniture, generally
contributes to a variety of aches and pains. The most common of these is
backache. Prolonged ergonomic problems can produce serious injuries. Taking
the time to arrange one’s working environment is key to working comfortably
and avoiding injury.

Solutions to ergonomic concerns at work may involve:

• Ensuring that office chairs are properly adjusted to reduce the risk of injury to
the body.

• Arranging computer work stations so that correct postures are used when
working with the monitor, keyboard, mouse, and documents.

• Organizing work materials and accessories to improve efficiency and reduce

the distance and frequency of reaches.

• Organizing your workday to include tasks, breaks and exercises that allow you
to vary your posture, rest your muscles and prevent muscle tension or soreness.

• Consulting with a professional who can give you expert advice, as often the
ideal solution may not be immediately obvious.

Stress and performance

For the most part, people view stress as a negative factor. Stress however is
only negative when it is excessive, unmanaged and results in adverse
symptoms and experiences. Some of the negative consequences include:

• Feeling anxious, irritable, or depressed

• Apathy, loss of interest in work or other activities

• Problems sleeping

• Fatigue,

• Trouble concentrating • Muscle tension or headaches

• Stomach problems

• Social withdrawal

• Loss of sex drive

• Using alcohol or drugs to cope

It is clear that with these symptoms the individual's performance at work, home
and in social settings will be adversely affected. Negative stress also seems to
have a self-building facet where once stressed, additional factors just keep
contributing to the stress and increase the stress levels while decreasing
performance and functioning.

Q.5 Given below are certain instances observed by a summer trainee –

Ritu, while doing an observational study at Global Green consultants. An
organization dealing with recycling of plastic products waste etc. She
makes the following observations about two key people in the
organization.

1. Mr. Patnayak – He is a very friendly person and encourages his team

members by giving those recommendations and appreciations. This helps
HR to decide about giving a bonus or promotion to employees.

2. Mr. Dutta - He is an aggressive person. He frequently loses his temper.

Ritu observes that he frequently punishes the non-performers and also
give them warnings regarding suspension etc.

Now explain what base of power does Mr. Patnayak and Mr. Dutta belongs
to. Explain the type of power they use often

Answer: Ten Types of Power

1. Position. Some measure of power is conferred on the basis of one’s formal

position in an organization. For example, a marketing manager can influence the
decisions that affect the marketing department. However, the marketing
manager has little power to influence the decisions that affect the finance
department.

2. Knowledge or expertise. People who have knowledge or expertise can wield

tremendous power. Of course, knowledge in itself is not powerful. It is the use of
knowledge and expertise that confers power. Thus, you could be an incredibly
bright person and still be powerless.

3. Character or ethics. The more trustworthy individuals are, the more power
they have in negotiations. The big issue here is whether they do what they say
they are going to do—even when they no longer feel like doing it.

4. Rewards. People who are able to bestow rewards or perceived rewards hold
power. Supervisors, with their ability to give raises, hold power over employees.
Money can have power. But money, like anything else, holds very little power if
it is not distributed.

5. Punishment. Those who have the ability to create a negative outcome for a
counterpart have the power of punishment. Managers who have the authority to
reprimand and fire employees hold this type of power. State troopers and
highway patrol officers who have the ability to give out speeding tickets also
have this power.

6. Gender. Dealing with someone of the opposite sex can confer power. We
have videotaped many negotiation case studies in which the turning point came
when a woman casually touched a man’s hand or arm to make her point.

7. Powerlessness. In some instances, giving up all power can be very powerful.

If a kidnapper threatens a hostage with death enough times, the hostage may
just challenge the kidnapper to go ahead and kill him. At the point that the
hostage gives up power, or control over his own death, the kidnapper actually
loses power.

8. Charisma or personal power. When we ask participants in our seminars for

examples of leaders who have had charisma or personal power, invariably the
names of Mother Teresa, John F. Kennedy, and Ronald Reagan come up.
When we ask, “What do all three of these leaders have in common?”
participants usually respond, “Passion and confidence in what they believe in.”

9. Lack of interest or desire. In negotiations, as in many other areas of life, the

side with the least interest in what is being negotiated holds the most power. If
you are buying a house and you really do not care if you purchase the house
you are currently negotiating for or the one down the street, you will most likely
hold more power in the negotiation—unless, of course, the sellers could care
less if they sell the house today or live in it for another ten years!

10. Craziness. This may sound funny, but bizarre or irrational behavior can
confer a tremendous amount of power. Every organization has someone who
blows up or behaves irrationally when confronted with problems. Those who
have been exposed to this type of behavior tend to avoid such individuals. As a
result, these individuals are not given many tasks to accomplish because others
are afraid to ask them.

Leadership style influence level of motivation. However, throughout a lifetime,

man’s motivation is influenced by changing ambitions and/or leadership style he
works under or socializes with. Command-and-control leadership drains off
ambition while worker responsibility increases ambition.

Leadership Style versus Motivation

Leadership Style Motivation Type Motivation is Based on: Personality Type

Efficiency

Limited supervision

Worker with decision making responsibility Self motivated Creativity Leader of

ideas or people.
Independent

Achiever

Thrives on change High

Team motivated

Mixed styles Goal motivated Opportunity Personality type and efficiency

depends on leader's skill and/or the work environment he's created.

Reward motivated Materialism

Recognition motivated Social status

High level of supervision

Command-and-control Peer motivated To be like others Status quo

Dependency

Resist change Low

Authority motivated Follows policy

Threat, fear motivated Reacts to force

• Self-motivated or visionaries will not accept authority controlled environments.

They will find a way to escape if trapped.

• In a team-motivated environment, dependency types will become inspired and

strive to be acceptable with independent thinking coworkers.

• Associates influence the level of individual motivation.

Reaction to Change

Command-and-control leadership is the primary style in our society. It is

accepted because efficiency is created by repetitive action, teaching people to
resist change. Once acquiring a skill, they do not want to learn another. The
worker adapts to level three with an occasional trip to level two.

Worker responsibility is just the opposite, it motivates people to thrive on change

by seeking challenges, finding ways to achieve goals. Level one is the leader of
changing technology, finding ways to create efficiency.

Reaction to Efficiency

The efficiency of advancing technology is forcing change. It is up to the

individual or business to decide which side of change they want to be on, the
leading edge or trailing edge. The leading edge is exciting while the trailing edge
is a drag. Playing catch-up drains motivation while leaders of change inspire
motivation.

With today’s changing technology, an individual must be willing to abandoned

old skills and learn new ones. The ability to adapt is achieved through self-
development programs. Because level one thrives on change, they adapt to
whatever methods gets things done with the least amount of effort. This brings
us to work habits.

In level one, management and front line workers, together, are searching for
ways to solve and prevent problems. Decisions are made on the front line where
alternative methods are analyzed. Being able to prevent problems is a
motivating force. In level three management makes all decision, as a result,
management must find ways to solve all problems and find alternative methods.
Front line employees may be aware conflicts, but they don’t have the authority
to take action and have learned not to be concerned. Supervisors are only
concerned with elements that management thinks are important.

Under command-and-control leadership, management considers the opinions or

concerns of people on the front line to be trivial. As a result, management takes
action only when problems become too big to ignore. If workers have conflicts
with their supervisors, they will find ways to increase the magnitude of problems,
creating a combative environment. A downward spiral of management
implementing more control and workers resisting control develop. Under worker
responsibility, management and workers unite to prevent or solve problems.

Team Motivated

Elementary problems are prevented or solved at the source. Getting the job
done is the primary goal of management and workers. Dependency of Authority

Elementary are dealt with by management when large enough to be recognized.

Abused Workers

Lack of leadership skills and the desire for power creates elementary problems.
Managers focus on worker control. Getting the job done is down the list.
Workers goal is to find ways to do little as possible.

Command and Control Leadership - Problems are always out of control.

Reaction to Learning Habits

In level two, young workers are establishing work habits, developing attitudes
and learning a professional skill. Out of training and on the job, motivation level
will depend on the leadership style they work under. Under command-and-
control leadership, ambitions will be associated with maintaining the status quo.
Under worker responsibility, ambitions will be associated with opportunity. They
will continually expand their skills as the need or as opportunity arises.

Reaction to Goals

Self-motivated people are goal motivated. Once they conquer one goal, they
establish another. Every goal is a learning process that requires all the elements
in level one. Companies that attract and keep this type of person stay on the
leading edge of technology. The CEO is a visionary in customer service and
employee leadership. The employees' goals are the same as the CEO’s.

If the CEO desires control, then he will lead in such a way that trains
subordinates to lead by control. As a result, the employees' goals are quitting
time and payday.

Reaction to Recognition

Recognition is important; it builds positive self-esteem. By itself, its benefits are

short lived. Long-term benefits are achieved when the employee feels the job
could not have been done without them. This means they were faced with a
challenge, which means, they had the responsibility and authority to take action.
This environment is found in level one.

Self Motivated Projects

Self-motivated projects' is the ability to start and finish what one has started.
Most people, working alone, do not finish what they start.

The ability to finish challenging projects is the secret to being a winner. First
requirement is interest, then asking questions which inspires' the learning
process. With information, a challenge is presented and a goal set. When action
is taken, the barriers of persistence, risk, fear and failure become a challenge by
itself.

Self-motivated projects are difficult because no one cares if they succeed, which
is another barrier. This is why most people quit before they get a good start.
People, who find ways to overcome barriers and hang in there, are the winners.
They develop skills and confidence, which are required steps to larger projects.

Team Motivated Projects

Everyone can be inspired to achievement in a team-motivated environment.

With a common goal, team members support each other until success is
achieved. In this environment, others do care and team members are needed
for achieving the goal. For this reason, team motivation is extremely powerful.
The exchange of ideas, information and testing the results, adds to the
motivating force. As a result, each member seeks to be a leader of quality input.
Q.6 “Fashion4Now’ is a famous and old magazine. The top management
decides to start the e- edition of the magazine.

They also decide the redefine the policies and culture of window to truth’

To start implementing, this change, they frequently call meetings of

employees. They have also formed groups at different levels to clarify
doubts and explain the perspective of change.

Analyze the situation in the context of organizational change and

elaborate why the top management is following the discussed practices
and what approach is most evident in the context.

Answer: Typically, the concept of organizational change is in regard to

organization-wide change, as opposed to smaller changes such as adding a
new person, modifying a program, etc. Examples of organization-wide change
might include a change in mission, restructuring operations (e.g., restructuring to
self-managed teams, layoffs, etc.), new technologies, mergers, major
collaborations, "rightsizing", new programs such as Total Quality Management,
re-engineering, etc. Some experts refer to organizational transformation. Often
this term designates a fundamental and radical reorientation in the way the
organization operates.

The levels of organizational change

Perhaps the most difficult decision to make is at what "level" to start. There are
four levels of organizational change:

First let's describe these levels, and then under what circumstances a business
should use them.

Level 1- shaping and anticipating the future

At this level, organizations start out with few assumptions about the business
itself, what it is "good" at, and what the future will be like.

Management generates alternate "scenarios" of the future, defines opportunities

based on these possible futures, assesses its strengths and weaknesses in
these scenarios changes its mission, measurement system etc. More
information on this is in the next article, "Moving from the Future to your
Strategy."

Level 2 - defining what business(es) to be in and their "Core Competencies

Many attempts at strategic planning start at this level, either assuming that 1)
the future will be like the past or at least predictable; 2) the future is embodied in
the CEO's "vision for the future"; or 3) management doesn't know where else to
start; 4) management is too afraid to start at level 1 because of the changes
needed to really meet future requirements; or 5) the only mandate they have is
to refine what mission already exists.

After a mission has been defined and a SWOT (strengths, weaknesses,

opportunities and threats) analysis is completed, an organization can then
define its measures, goals, strategies, etc. More information on this is in the next
article, "Moving from the Future to your Strategy."

Level 3 - Reengineering (Structurally Changing) Your Processes

Either as an aftermath or consequence of level one or two work or as an

independent action, level three work focuses on fundamentally changing how
work is accomplished. Rather than focus on modest improvements,
reengineering focuses on making major structural changes to everyday with the
goal of substantially improving productivity, efficiency, quality or customer
satisfaction. To read more about level 3 organizational changes, please see "A
Tale of Three Villages."

Level 4 - Incrementally Changing your Processes

Level 4 organizational changes are focusing in making many small changes to

existing work processes. Oftentimes organizations put in considerable effort into
getting every employee focused on making these small changes, often with
considerable effect. Unfortunately, making improvements on how a buggy whip
for horse-drawn carriages is made will rarely come up with the idea that buggy
whips are no longer necessary because cars have been invented. To read more
about level 4 organizational changes and how it compares to level 3, please see
"A Tale of Three Villages."

Some General Guidelines to Organization-Wide Change

1. Consider using a consultant. Ensure the consultant is highly experienced in

organization-wide change. Ask to see references and check the references.

2. Widely communicate the potential need for change. Communicate what

you're doing about it. Communicate what was done and how it worked out.

3. Get as much feedback as practical from employees, including what they think
are the problems and what should be done to resolve them. If possible, work
with a team of employees to manage the change.

4. Don't get wrapped up in doing change for the sake of change. Know why
you're making the change. What goal(s) do you hope to accomplish?

6. Plan the change. How do you plan to reach the goals, what will you need to
reach the goals, how long might it take and how will you know when you've
reached your goals or not? Focus on the coordination of the
departments/programs in your organization, not on each part by itself. Have
someone in charge of the plan.

7. End up having every employee ultimately reporting to one person, if possible,

and they should know who that person is. Job descriptions are often complained
about, but they are useful in specifying who reports to whom.

8. Delegate decisions to employees as much as possible. This includes granting

them the authority and responsibility to get the job done. As much as possible,
let them decide how to do the project.

9. The process won't be an "aha!" It will take longer than you think.

10. Keep perspective. Keep focused on meeting the needs of your customer or
clients.

11. Take care of yourself first. Organization-wide change can be highly stressful.

12. Don't seek to control change, but rather to expect it, understand it and
manage it.

13. Include closure in the plan. Acknowledge and celebrate your

accomplishments.

14. Read some resources about organizational change, including new forms
and structures

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