PART 1

#1 What steps did Stayer follow to pursue his organizational change?

• ­­­­­­­­­­­­­­____________________________ ( To create a climate for change)
• ____________________________
• ____________________________ ( One of engaging & enabling the ORG.)
• ____________________________
• ____________________________
• ____________________________ (C. To implement and sustain change)
• ____________________________

#2 Name three obstacles or problems Stayer found in his company?

• ____________________________________________
• ____________________________________________
• ____________________________________________

#3 Describe six things troubling (to Stayer) about the company before he started his quest for organizational change.

• _______ _________ profits for the industry.
• Growing at a rate of _____________%.
• High or Low product quality?_______________________
• __________________ level of attentiveness and involvement by employees and management.
• A ________________ type of organization structure with predominant centralized or decentralized form of management control. _______________________
• A _____________ degree of formal structure and culture. Rigid top down?
• Anything else you find interesting about the organization ____________________________________________?

#4 Describe the three key points of the firm’s new compensation structure? Is it better? Why?

• _______________________________________________________
• _______________________________________________________
• _______________________________________________________

#5 Explain the implications of its new organizational structure.

• Chain of command reduced or expanded? Provide and example.
• Responsibility in each team. Were teams given more or less? Provide and example.
• Operations—name two changes in Operations/Manufacturing. ___________ and __________________.
• Quality department. Name one important change made in Quality Department. Do you agree with that, explain. ______________________
• Learning and Personal Development Team. What were these two departments goals? _______________________ ___________________________.

#6 Explain the aims and results of the new Learning and Personal Development teams.

• Personnel/HR_____________________________________________________________________________
• Personal Enrichment Goals______________________________________________________________

#7 Describe the main conclusions of Stayer on organizational change.

• Members of the teams that form the organization were (more/less) involved in communication than before. Provide an example.
• Organizational change is the real job of every _________________________.
• The most important THING is the PROCESS used to produce change, not change itself. (Sounds a bit like President/General Dwight David Eisenhower—who said, “Plans are not as important as the planning that goes into creating them,” doesn’t it?) What do you think he meant by this? Provide an example of this at Johnsonville Foods, Inc.

PART 21. The OMM has a note on his desk that reads: “Everyone is a potential winner…Some people are disguised as losers….Don’t let their appearances fool you.” From what you know about the OMM, why do you think he finds this important? Explain.2. Identify at least three underlying management and human relations principles that serve as the foundation for this OMM “Note.” (What might Mr. MacGregor, Ms. Follett add to your response?)3. The OMM believed that “People who Feel Good about themselves Produce Good Results.” The OMM believed this, Do You? Please explain your response and thoughts in a scholarly way.4. During the second week of class, you wrote about Dr. Covey’s Two Classic Mistakes That Managers Make. They are: 1. Trying to manage Others before learning to manage Yourself; and 2. Trying to manage People instead of letting them manage themselves. Write one to two paragraphs, identifying and relating any lessons from the OMM that support Covey’s thinking.5. Think back to your reading/writing about coach Bill Snyder of KSU and his 16 Principles. Then, compare and contrast Snyder’s philosophy to OMM’s thinking about “why one minute goals work.”6. Goals should be “specific, achievable and time-bound” to name a few. Why is it important to “catch people doing something RIGHT” as well as when they fall short? Explain why.7. Regarding employee development, why is timely and meaningful “feedback” on performance, so important to develop “potential winners?”Please identify One Key Take-away from the OMM reading that you may use to make yourself a better person and/or manager. How might you execute that strategy?