“We live in a time where it is pertinent to be flexible and competitive, while diversity is critical to an organizations competitive success” (Green, Lopez, Wysocki & Kepner, 2002, p. 214). “We live in a world with potentially transformative social, demographic and environmental forces at work” (Our Approach, n.d.). Garcia (1995) presents a suitable definition of diversity “The term multicultural diversity competence refers to the ability to demonstrate respect and understanding, to communicate effectively and to work collaboratively with people from different cultural backgrounds” (p.173). This company is not only an American national company, but it has spanned its wings globally. Considering this company is a technology based company,
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The problem needs to be identified. Once the change has been identified, it must be analyzed so a plan for the change can be developed. This part of the process is particularly important as is any planning process. A well thought out plan is more apt to work than one that is shot from the hip. Once the plan is derived, the plan for change needs to be worked and to the key players that will make this change come to fruition. Kurt Lewin has developed the following logic based on organizational change. “The standard structure of a change process is described through three main stages, well known as Lewin’s model: unfreeze-change-refreeze” (Baesu & Bejinaru, 2013, p.149). “The change process starts with “unfreezing”, that means the dissolving of existing systems” (Baesu & Bejinaru, 2013, p.149). “In a “fluid” estate, the organization may be easily modeled, as it is more flexible” (Baesu & Bejinaru, 2013, p.149). “When the organizational environment becomes more relaxed any change will be assumed naturally, and shall not be perceived as something imposed” (Baesu & Bejinaru, 2013, p.149). “The third stage of “refreeze” has to be understood as an end of a certain change procedure and not as a return to the solid initial estate” (Baesu & Bejinaru, 2013, p.149). “This is Lewin’s approach to restructuring one’s thoughts, perceptions, feelings and attitudes” (Baesu & Bejinaru, 2013, p.149). “Lewin’s model of …show more content…
Although many crisis’s may need to be tailored to the specific issue at hand, having a basis of how to approach a crisis is important for knowing where to start with the resolution process. “Corporations with established crisis management processes are able to communicate and effectively respond in the event of a crisis” (King, n.d., p. 235). When implementing policies and procedures for crisis management, it would be advantageous to implement a team of strategically picked employees that can handle many aspects of a crisis. King (n.d.) suggested that members of upper management and communication-based employees be employed to partake in this crisis management team. Placing these key employees within this team will hold much relevance to effectively executing the communication and the resolution of the crisis at
The problem needs to be identified. Once the change has been identified, it must be analyzed so a plan for the change can be developed. This part of the process is particularly important as is any planning process. A well thought out plan is more apt to work than one that is shot from the hip. Once the plan is derived, the plan for change needs to be worked and to the key players that will make this change come to fruition. Kurt Lewin has developed the following logic based on organizational change. “The standard structure of a change process is described through three main stages, well known as Lewin’s model: unfreeze-change-refreeze” (Baesu & Bejinaru, 2013, p.149). “The change process starts with “unfreezing”, that means the dissolving of existing systems” (Baesu & Bejinaru, 2013, p.149). “In a “fluid” estate, the organization may be easily modeled, as it is more flexible” (Baesu & Bejinaru, 2013, p.149). “When the organizational environment becomes more relaxed any change will be assumed naturally, and shall not be perceived as something imposed” (Baesu & Bejinaru, 2013, p.149). “The third stage of “refreeze” has to be understood as an end of a certain change procedure and not as a return to the solid initial estate” (Baesu & Bejinaru, 2013, p.149). “This is Lewin’s approach to restructuring one’s thoughts, perceptions, feelings and attitudes” (Baesu & Bejinaru, 2013, p.149). “Lewin’s model of …show more content…
Although many crisis’s may need to be tailored to the specific issue at hand, having a basis of how to approach a crisis is important for knowing where to start with the resolution process. “Corporations with established crisis management processes are able to communicate and effectively respond in the event of a crisis” (King, n.d., p. 235). When implementing policies and procedures for crisis management, it would be advantageous to implement a team of strategically picked employees that can handle many aspects of a crisis. King (n.d.) suggested that members of upper management and communication-based employees be employed to partake in this crisis management team. Placing these key employees within this team will hold much relevance to effectively executing the communication and the resolution of the crisis at