Research Articles Base: Organization Development And Change

Organization Development and Change

Organization Development and Change             According to Beckhard (1969), organization development is an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge; it is a planned system of change. As the definition suggests, OD is planned, which means it is a long-range approach to improving organizational performance and efficiency (Rouda & Kusy, Jr. 1995). Improving performance includes improving competency among employees. It is also organization-wide; it focuses on not just few level of the organization but on the total system and is supported by the top management. OD’s goal is to improve the organization, to make it more efficient and more competitive by aligning the organization’s systems with its people; its uses a discipline that combines research and experience to understand people, business systems, and their interactions (Rouda & Kusy, Jr. 1995). In other words, OD is an approach to changing the organization for the advantage of the company, its customers, its employees and the stakeholders. The problems identified above can be addressed by changing the human resources, that is, the individuals, who comprise the organization and can be the cause for the company’s success or failure, are developed, their behavior towards work be changed through proper motivation. It is very important that organizational change takes place in a firm to be able to adapt to the changing environment and to adopt techniques or models in order to solve problems. The basic approach to OD is organizational diagnosis, which is used to address the problems in a company. Organizational diagnosis is the process of understanding a system’s current functioning and provides the information necessary to design change interventions. (Jaricha et al, 2005). It therefore involves identification of a model for understanding the organization. There are common steps in diagnosing an organization (Jariche ety al, 2005). First is to develop a sense of how organization should ideally function, requiring a common vision to guide the organization in change. Second is to choose an organizational model that reflects the organization. Aside from organizational model, there are also other techniques used by other successful companies that helped them in identifying and preventing problems. The third step is to compare the actual process of the organization to the model used. This can be done by collecting information about how the organization functions (Jaricha et al, 2005). With the collected information, the problem areas or functions can now be identified and the strategies for bringing about changes can be developed. Moreover, it is a common problem of most companies that their organizational structures are not appropriate for their goals.  As with FumeGo, it seems that the goals of the individuals and the organization as a whole are not compatible, making its employees uncommitted. Also, the needs of the individuals are not met by its current organizational structure. When the problems have been diagnosed carefully, the company can proceed in developing the skills of its employees. Companies that developed and educate their employees encounter fewer problems, such as the Ford Motor Co., an automotive manufacturer that underwent changes under the Ford 2000 program. Ford 2000 is basically a change program of the company which involved changing the company’s organizational structure from being very hierarchical to matrix type of organization. It also involves improving the operations efficiency, responsiveness and flexibility through it employees.  Under Ford 2000 are the formal and informal teaching and learning programs such as the Executive Partnering for young executives of the company; the Capstone which involves the senior team of managers including the CEO; and the Business Leadership Initiatives which involve a number of participants and helps improve participants knowledge on cost cutting, enhancing growth and improving customer satisfaction (Ford, 1999). These teaching programs provide the communication and interaction necessary to facilitate cross-functional and cross-cultural working relationships (Ford, 1999).  Ford also facilitated what they called worldwide learning which is the extensive study of operations and benchmarking of other companies, implementing the best practices that are applicable to Ford (Penman, 1999). Moreover, the customers are also participatory in the development of the people and the entire organization. Their feedbacks and comments are important for the company to realize what went wrong and what aspects of the company needs improvement. It is the role of management to communicate with the customers, interpret their perceptions and formulate strategies on how to satisfy them. Through customers, a company can also diagnose the problems and through them, strategies can be formulated. Organization development and change, according to Chapman (2005), not impose on people but must involve the people, making them participate and communicate. People and teams need to be empowered to find their own solutions and responses with the support and motivation from managers and the company’s leaders. Credit:ivythesis.typepad.com

Organization Development and Change

Organization Development and Change According to Beckhard (1969), organization development is an effort, planned, organizatio...

Research and Thinking during the Preparation of the Moot and Coursework

Brainstorming             Initial consideration prior to the research and write-up of the moot work included a close scrutiny of the facts of the case to determine the relationship of the parties and the events surrounding the claims of each parties, the key and subordinate issues raised by the parties, and the legal principles and provisions applicable to the case. Prior considerations in the case of the coursework involved pondering upon the statement to identify the different perspective in discussing the statement and choosing a particular point of view. After identifying all these areas, the research techniques and sites were determined.   Researching Sources             After identifying the topics for research, the possible sources of information were identified, covering books, journals, papers and online sources. In research, knowing the keywords is important to find relevant sources. In the moot work, the primary issue subject to the parties’ arguments is the existence of a valid contract. The key words in searching for sources are contract law, formation of contract, and valid contract. These key words were applicable whether searching for books, journals and papers in the library of searching for internet-based resources. Key words in the coursework includes criminal justice system, jury system, role of the jury, and a combination of these phrases such as the jury system under the criminal justice system or the role of the jury in the criminal justice system.                   Sources of information for books, journals and papers included the library database and catalogue requiring the key words. Internet articles and papers were researched through search engines such as Google, Yahoo, Alta Vista, MSN and academic search sites, relevant cases were found through the sites Lexis & Nexis, Lawtel, Law Reports and Bailii by again using the key words, and the texts of laws were accessed by using the search engines or searching the websites of government offices. Department of Trade and Industry (www.dti.gov.uk) provided the text of legislations and papers on sales contracts, the Office of Public Sector Information (www.opsi.gov.uk) provided texts of various legislations, and the Parliament (www.parliament.uk) provided information on law reforms and updates.   Organization of Ideas             After the process of looking for relevant sources, the succeeding step is to read the sources to have a further understanding of the topics for research. In the case of the coursework, there was a need to understand the historical context and development of the jury system in order to have a background in identifying the place of the jury system in the criminal justice system. Having a context for discussion precedes the identification of the ideas, principles and jurisprudence on the actual issues to be discussed. After being satisfied of sufficient data to support the views/s to be discussed, an outline for the paper is identified including the headings and sub-headings that served as a guide in writing the paper and other technical considerations such as word limit and citation format.               Based on the outline, the ideas to be presented are mentally organized through deductive or inductive thinking before typing it into the computer. In cases where there seems to be a deviation from the outline or the train of thought after a few paragraphs and headings, the work is read as a whole to determine if there are ideas that needed to be removed or redirected. Writing involved the continuous process of reading and re-reading the work until a unified and consistent perspective started to form. In cases where there is need for additional sources, then research should again be repeated. After the body has been completed and all supporting ideas have been identified, then a conclusion/s is drawn and written in a few sentences or paragraphs that includes a summary of the contents and the conclusion to the issue/s.   Reflection             In preparing and writing the moot and coursework, time is a necessary consideration in order to complete the writing process of brainstorming, researching, writing and editing as well as having adequate research options and search skills. Important processes internal to the writer include the identification of key issues and questions and determination of a particular perspective in discussing the topics. Credit:ivythesis.typepad.com

Research and Thinking during the Preparation of the Moot and Coursework

Brainstorming Initial consideration prior to the research and write-up of the moot work included a close scrutiny of the fa...

Sample Organizational Culture Inventory Study about Ford Motor Company (FMC)

ORGANIZATIONAL CULTURE INVENTORY   INTRODUCTION The Ford Motor Company (FMC) is a symbol of success for other motor companies in the world.  From Henry Ford, until its current standing, Ford Motors has maintained their standard for excellent auto making. The Ford Motor Company began with a young man, Henry Ford.  Henry Ford was not a genius, but he possessed a passion for mechanics.  Even as a child, he was fond of building things, and taking things apart to see how they worked.  FMC has made many contributions to this world, but it was the assembly line that really stood out in people’s memory.  This work technique made mass production easier and more efficient, affording FMC an edge over its competitors.  FMC began with its founder’s dream of affordable cars before it decided to give luxury cars a try. It began to expand and catered to mid-priced cars.  FMC is truly a company ahead of its times for it established itself before the European Economic Community, or the North American Free Trade Agreement were ever implemented. Now, Ford is the leader in automobile industry all around the world.   CULTURE The FMC employees of today enjoy a workplace with a more open communication policy than their predecessors. Today, FMC claims that they try to keep their employees informed of any changes within the company that might affect them. Employee opinion is valued and is heard through surveys the company sends out. With this, FMC is aware what concerns their employees and their problems are then given solutions. Management and employees of FMC have tried harder to work better together. FMC established the Employment Involvement plan in the year 1982, when they issued a new statement that explained the rationale behind the need for training in order to boost employee involvement. A new, more participative style was implemented, first among managers, and then among employees.  FMC has what is called the Eight-Step Process for Employee Involvement (EI). This eight step process focused on getting cooperation from both management and labor force so they can implement the EI policy better.             The work culture FMC exemplified is that of an adaptive one. Managers of FMC care about their customers, stockholders and employees most importantly. FMC also utilized processes creating change that they think will work for the best. The employers are treated as more valuable than any other things.             FMC as a whole exhibits a positive organizational culture. This positive culture, coupled with the effective leaders the company has, boosts the company’s overall market performance. This kind of culture could be called Group Culture. Group culture emphasizes flexibility and is characterized by strong human relations, affiliation, and a focus on the internal organization (McDermott, 2000).   BEHAVIORS ASSOCIATED WITH THE CURRENT CULTURE In the process of EI, FMC brought out the healthier competitive nature of all their employees by identifying what are the things that motivate them. They are also working on removing that invisible barrier that has always stood in between management and the labor force. Apparently, EI is working in FMC, because their productivity has increased and, according to surveys, many of their employees like the changes in work environment. The employees are more motivated to work. This is further reinforced by their active participation in the decision-making process of FMC. FMC also sends its managers on leadership development programs. FMC wants people at all levels who will take risks, who are prepared to coach and to counsel, and who can make decisions.   TARGETS FOR CULTURAL CHANGE             FMC already exhibits an ideal environment for organizational culture. There are though some minor flaws in it. That’s why there is the need for some cultural change. Competition among employees should be discouraged. Sometimes, power also tends to be destructive, especially if it is in the hands of one or a few people. So there should be a distribution of power, this should not be centralized in a few people. Implementing new technology can be a key factor in improving the performance of a manufacturing process (McDermott, 2000). FMC can also utilize another organizational culture model aside from the Group Culture model to further their market. Developmental culture also emphasizes flexibility, but is externally oriented. The focus is primarily on growth, resource acquisition, creativity, and adaptation to the external environment. The FMC could also use this one.   POTENTIAL BENEFITS OF CULTURAL CHANGE             The current culture at FMC already increases employees’ satisfaction and commitment and encourages them to work efficiently and effectively. The potential benefits of such a cultural change will include enhancing the quality of cars manufactured by FMC.             Adopting the Developmental culture model can also help boost the sales of FMC. It is better that the focus should not only be internal but also external. FMC has many competitors in the automobile industry, and the success of FMC would lie not only on their employees and managers but also on how their manufactured cares fare in the competitive automobile industry. Credit:ivythesis.typepad.com

Sample Organizational Culture Inventory Study about Ford Motor Company (FMC)

ORGANIZATIONAL CULTURE INVENTORY INTRODUCTION The Ford Motor Company (FMC) is a symbol of success for other motor companies in the wo...

Research Paper on Dairy Industry

EXECUTIVE SUMMARY This essay utilized Fonterra Cooperative Company as the model organization to review its present global shocks and how they dealt with critical situations. From the analysis, key trends in the operations management of Fonterra Cooperative Company were then identified, how they worked and their effectiveness in dealing with critical situations was ascertained. The paper then moved on to assess these global shocks with regard to their impacts to critical situations, during which the internal capabilities of these global shocks in relation to the strategy being followed will be determined also. An overall analysis of the performance and effectiveness of the Fonterra Cooperative Company was also conducted to assess and compare the capabilities of their management strategies with those of others. Gaps in the management capabilities and environment were then identified. Finally, several choices of strategies to negate the impacts of global shocks in Fonterra Cooperative Company as effective means in critical situations were recommended and evaluated in terms of appropriateness to the issues reviewed, feasibility in carrying out the options and acceptability within the key stakeholders and decision makers. Several key implementation issues related to managing strategic change will also be addressed as well. INTRODUCTION The Fonterra Cooperative Company of New Zealand over the years has developed an efficient and effective process of implementing the policies and tasks necessary to satisfy its consumers and management of companies and organizations. There has been a recent focus on the careful management of the processes involved in the production and distribution of luxury products and services within the industry. More often than not, the Fonterra Cooperative Company in New Zealand does not really have the capabilities to implement operations management. Instead, these companies engage in activities that various schools of management typically associate with operations management. These activities include the manufacturing of products, product development, production and distribution. New Zealand Dairy Industry SWOT Analysis Strengths: <ul type="disc" style="MARGIN-BOTTOM: 0in"> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">has products that boast of a very powerful retail. This includes a reputation for value of money, convenience and a wide variety of products </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">has grown significantly over the years, and has experienced global expansion.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">main competence lies on the use of information technology (IT) to fully support its international logistics system. Therefore, dairy companies in this industry can see how their individual products perform within New Zealand for instance, or even at stores at a glance. </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">is able to deliver good customer care, as the limited amount of work would mean plenty of time to devote to customers.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Products have established a strong reputation within the market.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Offers little deficits and overheads. Therefore the companies in this industry can offer good value to customers on a consistent basis.</li> </ul> Weaknesses: <ul type="disc" style="MARGIN-BOTTOM: 0in"> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">is one of New Zealand’s largest industries but has a weak control of its empire, despite its IT advantages. This could lead to a decrease in productivity in some areas where it has the least control.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Since companies in this industry sell dairy products across many sectors, they may lack the flexibility that some of its more focused competitors possess.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">operates globally, but its presence is located in only relatively few countries worldwide.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Some dairy products in New Zealand lack market presence or reputation </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">The dairy companies in New Zealand and their cash flow are unreliable especially in the early stages of a new dairy product development.</li> </ul> Opportunities: <ul type="disc" style="MARGIN-BOTTOM: 0in"> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Taking over, merging, or forming strategic alliances with other dairy companies while focusing on strong markets like Europe or the Greater China Region. </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Dairy companies in New Zealand operate only on trade in a relatively small number of countries all over the world. Thus, this would open the opportunities for future businesses in expanding various consumer markets, such as those in China and India. </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">The opening of new locations and branches offer dairy companies in New Zealand the opportunities to exploit market development. This could lead to the diversification of the company’s branches from large super centers to local-based sites.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Opportunities exist for dairy companies in New Zealand to continue with their current strategy of establishing large branches worldwide.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">The industry is continuously expanding, with plenty of future opportunities to exploit for success.</li> </ul> Threats: <ul type="disc" style="MARGIN-BOTTOM: 0in"> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Being number one means that the dairy industry of New Zealand is the target of competition, the industry to beat, both locally and globally. </li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">Being a global retailer means that dairy companies might be exposed to political problems in the countries where the company has operations.</li> <li class="MsoNormal" style="COLOR: #333333; LINE-HEIGHT: 200%; TEXT-ALIGN: justify">The production costs of most dairy products have the tendency to fall because of lower production costs. Production costs fall because of outsourcing to low-cost regions around the globe. This phenomenon could lead to competition in prices, which in turn would result in the deflation of prices in various ranges. Intense price competition must definitely be considered a threat.</li> </ul> A. Organizational Environment The Fonterra Cooperative Company of New Zealand is one of the world’s leading dairy companies in terms of profit and sales volume. The company has also the widest presence among all international companies. This is made possible through a positioning strategy of global networking of distributors. The Fonterra Cooperative Company uses the name of both the company and its mainstream dairy products, and this strategy has allowed the company to pursue an integrated marketing approach directly related to the company name. There are also a variety of Integrated Marketing Communication (IMC) tools available that Fonterra could make use of in order to control all of their promotional activities. These tools include a combination of advertising, branding and personal selling. When used appropriately, these IMC tools will be able to help the Fonterra Cooperative Company to consistently disseminate the valuable information that they want to convey to their valued consumers. The Fonterra Cooperative Company of New Zealand has grown and expanded virtually around the entire globe. This was made possible by their strong efforts to acquire smaller dairy companies and firms from other countries. Over the years and decades, the Fonterra Cooperative Company has slowly but surely established an empire, with strong segment markets established in Asia and the Middle East, the Western Hemisphere, the Europe and most recently the Asia Pacific. In Europe for instance, the Fonterra Cooperative Company of New Zealand was able to achieve a broad market leadership through various acquisition deals over the years. The company also exerts efforts to communicate with their customers in every local culture about their products and their impressions. And this is no easy thing because Europeans have different tastes in dairy products. Therefore, their products might not really have an appeal to them. This critical information gathered by the Fonterra Cooperative Company paves the way for them to make the right decision regarding the appropriate strategies to pursue. B. Strategic Direction The Fonterra Cooperative Company of New Zealand has been able to maintain its reputation as one of the world’s leading fashion companies for more than 130 years now. It is able to face the challenges in many of its markets directly. This is made possible by the effective promotional and positional strategies aimed to deliver not only profit growth, but also on building down the foundation of their brands and business. The promotional campaigns and strategies of the Fonterra Cooperative Company of New Zealand are focused mainly on driving the growth of its brands and improving the company’s financial performance. These campaigns have also helped secure significant acquisitions and partnerships. And more importantly, these campaigns have led to the release of the potentials of the company’s employees, thus building a quality performance- based culture. The promotional strategies of Fonterra Cooperative Company’s local products are practically reinforced by the local employees themselves. These moves certainly allow the company to improve even more without the costs of introducing new technologies. These efforts have resulted in increased financial gains for the company and have allowed the establishment of distribution networks for both the local and international products. C. The Use of Technology The Fonterra Cooperative Company’s dedication to quality for almost three generations now has led to the satisfaction of millions and millions of its customers worldwide. The Fonterra Cooperative Company was created by a group of people who pursued the best quality and production in terms of dairy products. Their various dairy products that its customers patronize today are still being produced using nothing but the original and unparalleled raw materials The raw ingredients used in the production of dairy products are able to meet the high quality standards and specifications. The packaging materials where Fonterra products are sold are also being subjected to strict quality standards. In line to Fonterra‘s policies in product safety, appropriate measures are taken in the production process of Fonterra and all of its dairy brands to prevent the possible contamination of the products. Their manufacturing plants implement the principles of the HACCP (Hazard Analysis and Critical Control Points) system as a testament to their dedication to quality. D. Organizational Culture A major factor involved in the improvement of Fonterra Cooperative Company involves the establishment and utilization of performance measures or indicators that in turn measure their customer’s satisfaction. These measures or indicators are measurable characteristics of products and services that the company typically utilizes in order to study and improve performance. The indicators that will be chosen should be able to represent the essential factors that are crucial to the improvement of operational and financial performance. Through the analysis of accurate information brought about by the tracking processes, the measures or indicators themselves can possibly be analyzed and improved to support such goals. Global Shocks in the New Zealand Dairy Industry Deriving from the analysis between the luxury goods industry, operations management and capabilities of the industry involved, many positive and negative scenarios would become imperative. It is therefore essential to evaluate these scenarios as to whether they are appropriate to the issues addressed, whether they are feasible enough to be implemented and their acceptability to key stakeholders. A. The Abundance of Merger and Acquisition Deals Since there are potentials of merging and acquisitions that could happen among the companies within this industry, there is definitely a need to reconcile both the inside-out and outside-in capabilities. While most New Zealand dairy companies’ operations management involves focusing on their core competencies with market position following their resource base, they will be put into a disadvantageous position should they choose to neglect both the macro as well as the dairy industry environment. Therefore, in ten years, it is expected that operations management changes, as well as changes in political, economic, legal and even demographic trends within the industry will occur in order to develop the outside-in capabilities of the luxury goods companies, such as market sensing, customer linking, channel bonding and technology monitoring. A tie-up or merger with various dairy companies offers tremendous benefits in terms of access to their operations management policies, infrastructure and even its resources. However, this scenario might become difficult to achieve within the next ten years, since every company might be in danger of losing sight of its core competencies while pursuing these tie-ups. This will result in jeopardizing the image of these companies. Meanwhile, the collaboration of dairy companies with its major competitors can be seen as a brilliant move at first.  However, upon close examination, this move could pave the way for dairy companies to experience a decline in its operations management. The bottom line is both sides wouldn’t be able significantly gain in such an alliance because of copying of ideas and information leakage. For instance, a company’s strengths in dairy product development combined with the operations management capabilities of their competitors can transform them suddenly into an unbeatable force to reckon with. One possible setback, however, is the differences in the cultures of the companies involved. Another possible setback could be whether any of the company’s competitors has the need to form alliances. B. The Consequences of Increased Revenues The advantages enjoyed by the dairy companies in New Zealand may come in the form of increased revenues. Knowing what the market demands and the latest trends could help these companies fully exploit their research and development capabilities to come out with dairy products which are not only cost-effective but also high in quality within the next ten years. The strategic option can even be used as marketing tool where the focus is on staying close to their customers and listening to their feedbacks. On the flip side of the coin, there will be huge mobilization of resources involved, and the associated risks bestowed on the companies. Nevertheless, the mentioned global shocker seems the most evident to happen in the wake of globalization, since there is a sudden shift towards a more integrated and independent world economy. The key stakeholders too should not have any objections so long as the industry’s core business is not threatened. By virtue of the dairy industry’s centralized control of its business, it is being expected that major barriers should not exist in carrying out such an option except additional time may be required given the scope and span of operations. Understanding the strategic importance of operations management is something the luxury goods companies has to be familiar with. These companies normally practice a centralized and globally scaled configuration of operations and capabilities. This allows information dissemination to be retained. Protectionism Issues Protectionism can be an opportunity and threat for Fonterra Cooperative Company.  Concentration of risks to the latter is relatively more probable for dairy companies in New Zealand.  As a result, multinational dairy companies like Fonterra move to build a subsidiary in the foreign soil would tend negative risks to intensify difficulty of anticipation making it riskier venture.  Even though most dairy companies in New Zealand have more than 10 years trading relationship with countries at hand, this has been limited to exportation.  In addition, political and economic experiences of these companies will prove that protectionism policies have already evolved and stabilize from a decade ago.  Tax and GDP Issues Some economists view taxes issued on Fonterras dairy products as a form of hindrance to the laws of the free market. They believe that it is not proper and justifiable toward consumers and very impractical for New Zealand to maintain a failing industry. The opposition to all unfair taxes is actually part of the free trade principle; the presence of the World Trade Organization aims to reduce taxes and to prevent countries from getting problems when applying taxes. Quota is a form of protectionism implemented in Fonterra which sets restrictions on the quantity of a dairy product that can be imported into New Zealand in a set duration. Quotas, like other trade restrictions, are utilized so that Fonterra and other dairy producers in New Zealand’s economy gain all the advantage at the expense of all consumers of the good in that economy. Some economists say quotas result to corruption, the main cause of smuggling, and higher prices for consumers. From an economics point of view, quotas are seen to be less efficient than tariffs and therefore less economically efficient than free trade. WTO Issues New Zealand actively sought WTO and AFTA deliberations to enhance its FDI level.  This is reflected in its five year plan that also seeks to find bilateral agreements.  The country is an open economy and shifted its focus to manufacturing since 1970s.  The economy continuously diversifies that includes various industries although its major produce is semiconductors and appliances.  The growth was enhanced by privatizing inefficient government-owned corporations suggesting competition among local and foreign firms with minimal protection.  The labor shortage in the country can be an opportunity for home workers to proliferate their expertise in the host country with relatively ease of entrance.  Producers and foreign investors can exploit the concern about current account deficit by producing goods that are previously imported in nature.  When they can manufacture in the local soil, they can be allowed and even hand down lucrative investments.  RECOMMENDATION and CONCLUSION The results of the analysis carried out on the dairy industry of New Zealand indicated very significant effects, even amidst the threats of unrest. Therefore, we could conclude that the dairy industry of New Zealand could still be expected to improve faster than an average of ten years. The review of the industry’s capabilities and resources revealed very little inconsistencies regarding its strategies. This is coherent with its traditional inside-out approach. However, the need to reconcile both the inside-out and outside-in approaches becomes imperative now for the dairy industry of New Zealand. The analysis among the environment as well as the global shockers and capabilities of the dairy companies revealed certain gaps, most of which are biased towards the environment. However, these gaps paved the way towards determining a number of recommended strategic options to secure the competitiveness of the industry. Also, dairy companies in New Zealand have to find a balance between adherence to internal forces within the management and to the changing forces of the environment in order to implement such strategic options. Credit:ivythesis.typepad.com

Research Paper on Dairy Industry

EXECUTIVE SUMMARY This essay utilized Fonterra Cooperative Company as the model organization to review its present global shocks and how the...

Organizational Behaviour

History Ferrari is a manufacturer of Italian sports cars, and is based in Maranello, Italy (2006). It was founded by Enzo Ferrari in 1929, and was orinally named Scuderia Ferrari (2006). During its initial years, the company sponsored drivers and manufactured race cars, but in 1946, it moved into the production of street legal vehicles, as Ferrari S.p.A (2006). Through the years, Ferrari has been celebrated for its unceasing contributions in the field of racing, specifically in Formula One, where it has been considerably successful (2006). Development of the Organization Enzo Ferrari as Founder of the Ferrari             When Enzo Ferrari established the Scuderia Ferrari in Modena, his main objective was to organize racing for its members (2006). This, then, was the birth of a rigorous participation in motor racing, which led to the formation of an official car and motorbike team racing (2006). Eventually, Scuderia Ferrari became the engineering-racing section of Alfa Romeo; consequently, in 1933, the entire racing function was taken over by the company (2006).             In 1940, Enzo Ferrari left the Alfa Romeo because of the company’s proposal to absorb and take possession of the Scuderia Ferrari, along with his racing efforts (2006). When he quit Alfa, he was held back with the agreement that he will not be able to make use of the name Ferrari in any event connected to racing or racing cars (2006). But Ferrari was determined that one day, he would defeat the very team that he developed for almost 20 years (2006). Thus, Scuderia was briefly transformed into Auto Avio Costruzioni Ferrari, a company that supposedly manufactured machine equipments and aircraft tools (2006).             In 1943, the Ferrari factory was transferred to Maranello, where it has stayed since (2006). During the second world war, the factory was bombed but was immediately reconstructed (2006) to include production for road cars. Then in 1960, the company became a joint stock firm (2006). In 1969, upon the realization that an influential business partner is necessary in the automotive sector, to assure the company’s successful industrial expansion, the Fiat became Ferrari’s 50% partner (2006).             In 1987, the F40—the last car under the creation of Enzo Ferrari—was manufactured, and on August 14, 1988, Enzo Ferrari died at the age of 90 (2006). Luca di Montezemolo as Present CEO of Ferrari             Luca Cordero di Montezemolo was born on August 31, 1947, in Bologna (2006). From 1873 to 1977, he took the role as the assistant of Enzo Ferrari and, later, as Team Manager of the Scuderia Ferrari (2006). From 1977 to 1981, he became the Director of External Relations for the Fiat Group (2006).             In 1991, the Chairman of FIAT, Gianni Agnelli, assigned di Montezemolo as president of Ferrari, which has become unproductive due to Enzo Ferrari’s death (2006). In the 1990s, di Montezemolo restored the road car production of Ferrari from severe debts to secure profits (2006). In 1997, he also became the president of the Maserati, which FIAT acquired in the mentioned year (2006). And from May 2004, di Montezemolo also became the president of the Association of Italian Industrialists or Confindustria (2006).                           Figure 1. Ferrari’s Organizational Chart   Structure and Design             As was mentioned and illustrated above, Luca di Montezemolo is the current President and CEO of Ferrari. Along with him are his other associates, Jean Todt, Amedeo Felisa, Giancarlo Coppa, Mario Almondo, Antonio Ghini, and Giulio Zambeletti.             Jean Todt is a part of the Ferrari S.p.A Board of Directors, is Ferrari’s General Manager, and is therefore accountable for all the sporting activities of the company (2006). Amadeo Felisa is appointed Vice General Manager of the organization and is also the Head of the Granturismo Department. With these positions, he administers the processes of “planning, development, production, sales and assistance of road cars (2006).” Moreover, he is in charge of synchronizing the product development of Ferrari and Maserati, since these two brands have diverse market positions (2006).             Giancarlo Coppa is the head of the Finance and Control Administration Department (2006). Consequently, he devises strategies utilized by the company, as well as administers the “planning, budgeting, company reports, profit and loss balance sheets, and planning of the budget flow (2006).” Moreover, he supervises the dispensation of the public balance sheet and the associated tax returns (2006).             Mario Almondo is the chief of Personnel and Organization, whereas Antonio Ghini leads the Department of Communication and Brand Management. Accordingly, Ghini, as director of a team of staff, is in charge of the communication activities in various departments (2006). He also manages the official website of the company, and is responsible for different press relations (2006). Hence, he guarantees the definition of communication, corporate image, and identity guidelines and norms of the company (2006).             Lastly, Giulio Zambeletti is tasked with the position of Brand Development and Partners (“Guilio Zambeletti,” 2006). Personality Type of Luca di Montezemolo Organizational behavior, akin to psychology, sociology, cultural anthropology, economics, and political science, is a social science discipline (Miner 2002, p. 3). Its focus is on world organizations, and is mainly concerned on two matters—the behavior and character of the individuals within organizations, and the behavior and character of organizations within their environments (Miner 2002, p. 3).             One useful descriptive model of personality is the Five Factor Model of Personality, also termed as the Big Five (“Big Five Personality Traits,” 2006). The Big Five categorizes an individual’s personality into five features or aspects of personality traits—neuroticism, extraversion, agreeableness, conscientiousness, and openness to experience.             Neuroticism an individual’s inclination to feel negative emotions such as anger, anxiety, vulnerability, and depression, whereas extraversion is the measure of one’s energy and inclination to seek motivation from others (“Big Five Personality Traits,” 2006).             On the other hand, agreeableness is a person’s inclination to be sympathetic and helpful as oppose to being distrustful and aggressive towards other people (“Big Five Personality Traits,” 2006). While a person who has conscientiousness employs self-discipline, strives for success, and acts obediently. Lastly, a person who is open to experience has high appreciation for arts, is imaginative and intellectually curious, are more aware of their feelings, and tend to hold unconventional and individualistic beliefs (“Big Five Personality Traits,” 2006). Assessment of President di Montezemolo’s Personality Type     It can be observed that di Montezemolo does not have high levels of neuroticism since he is not emotionally reactive and has the capability to make sound decisions and effectively handle stress. Moreover, the Ferrari CEO also exemplifies conscientiousness because he is able to persevere and devise clever plans for the organization.             For instance, a successful company such as the Ferrari is also faced with various crises. One example of such is its difficulty with its connection to the Formula 1 races (2004). According to di Montezemolo, “we are coming to the end of an era in terms of the way we present our sport to the public (2004).” He added that the Ferrari teams received only 47% of the TV rights money; with such an amount, they would not be able to endure, and they need to struggle to obtain the finances necessary to race in the following year (2004).             To answer this issue, di Montezemolo suggested that changes be made with the current Formula 1 (2004). Moreover, he proposed that further study of the situation is also necessary, since they could no longer rely on their current strategies, such as cost cutting (2004). Amidst all these difficulties, he did show anger or excessive anxiety over the situation; in fact, he even congratulated the efforts of the Scuderia and the company’s drivers and suppliers, in the mentioned year (2004).   Moreover, President di Montezemolo may be perceived as an individual with high levels of extraversion. This may be proven by the fact that he usually holds and attends festivities with his associates and friends. For instance, in the year 2004, he attended the annual Christmas party for Ferrari together with more than a thousand individuals, the staff of Gestione Sportiva, the key delegates of the Gestione Granturismo Ferrari, and the organization’s other partners and sponsors (2004). During this party, di Montezemolo surely attracted the attention of the people in a positive way; he proudly acknowledged the efforts exerted by the people, and the families, behind the success of his company (2004). Moreover, he expressed enthusiasm towards an action-oriented goal for the employees of the Ferrari to continually be motivated and work together to further the development of the organization (2004). On the other hand, di Montezemolo also has an introverted side in his personality. As indicated in the article, Italian GP – Montezemolo: We Need to Change the Current Formula 1 (2004), the Ferrari president is not a regular visitor to the race tracks; he prefers to stay at home and watch on television. Still, during important events, he sees to it that he would go to the race track to watch the actual episodes (2004). In addition, President di Montezemolo is also highly agreeable, since he is optimistic and considerate, as is proven by the success of his company. Moreover, he is greatly generous and he values the wellbeing of other people, especially the underprivileged. This trait of di Montezemolo is proven by the fact that he does not forget his social corporate responsibility amidst the prosperity of his organization. To illustrate, in the year 2005, di Montezemolo auctioned the 400th “Enzo” which is a car specifically created to be sold for charity (“Ferrari Delegation Received in Private Audience by Pope Benedict XVI,” 2005). The CEO of Ferrari presented to the Holy Father, Pope Benedict XVI, a cheque worth 950,000 Euro, which would be allocated for humanitarian purposes (“Ferrari Delegation Received in Private Audience by Pope Benedict XVI,” 2005). Aside from these, it is also proven that the Ferrari President and CEO has high level of openness to experience, because the field he excels in requires a creative and highly innovative spirit. Ferrari is a leading manufacturer of Italian sports car, and for this company to flourish, ingenuity and inventiveness of the people who propel its success are vital. To promote the aforementioned traits, Ferrari, together with Pininfarina, held a contest entitled “New Concepts of the Myth,” so as to explore car designers for the future, from 13 countries all over the world ( 2005). Four winners were then chosen, all of which would have the chance to work at Ferrari’s or Pininfarina’s Concept Design’s Department ( 2005).             With this example, di Montezemolo showed his appreciation for the contestants who displayed refreshing alternatives to the globally celebrated forms of the present and prior mid-engined twelve cylinder vehicles, while the identifiable characteristics and traits of the Ferrari Marque are still retained ( 2005). Organizational Structure             Although various organizations differ in a number of ways, there are similarities that allow their classification (1998). One such categorization is the twofold system, developed by Tom Burns and G.M. Stalker, which involves the mechanistic versus organic forms of organizational structure (1998).             The Mechanistic Structure is a traditional design and is usually applied in medium- and large-sized companies (1998). Such structure is characterized by rigidity, since it consists of clearly delineated works, has a distinct hierarchical structure, and greatly depends on the formal sequence of command for control (1998).             Bureaucratic companies are usually the organizations that have mechanistic structures (1998). These organizations are tall, and are composed of hierarchies with various levels of management. Bureaucracies are characterized by a command and control method, wherein supervisors have the ability to direct and control other employees of the organization (1998). Other traits of such an organization are useful division of labor and work specialization (1998).             In contrast, an Organic Structure is less focused on a clearly outlined structure, is more flexible, and could easily adapt to a participative type of management (1998). Furthermore, such structure opens the organization to its environment so as to make the most of out of new prospects (1998).             Organic organizations promote a flat structure, with one or two stages of management (1998). Flat organizations are decentralized, thus managers tend to have a more personal affiliation with his or her associates (1998). Moreover, such organizations aim to involve employees in important decision making processes that would result to a quick reaction to customers’ needs and quick flexibility to changes in the business setting (1998). Ferrari, as an organization, is utilizes both the mechanistic and organic structure of organization. Since Ferrari is a large company and is composed of numerous employees, it is only practical to employ a rigid hierarchical structure in order to have an efficient flow of command, from the CEO, to his key colleagues, and towards the other associates of the organization. Moreover, as can be seen in the organizational chart illustrated above, rigid departmentalization exists in Ferrari. As a consequence, the corporation’s human resources work independently and specialize in one undertaking. For instance, one staff member—Jean Todt—is the organization’s General Manager. Accordingly, he specializes in matters that concern the sporting activities of Ferrari (2006). On the other hand, Ferrari also applies an organic organizational structure, because although hierarchy in the company is definite, the employees could still participate in the important processes within the organization, such as making decisions that concern the organization, its partners, and its customers. This occurs because president di Montezemolo, along with the other individuals that belong in different departments, could still communicate with the other associates regarding matters that concern the organization’s efficiency. This is exemplified by Ghini’s task to oversee the interaction and consultation that occurs among the various departments of the organization (2006). Advantages and Disadvantages of the Structure             The application of both organic and mechanistic organizational structures in Ferrari leads to advantageous and disadvantageous results for the company. For example, since Ferrari is a large organization, a mechanistic structure is ideal for its effective performance. According to  (2002), employees in organic organizations have a tendency to frankly or implicitly reject the attempts of authorities to exercise control over them (). Fortunately Ferrari employs a definite flow of command, from its key officials to the other members of the organization. That way, the knowledge and proficiency possessed by the key officials will be acknowledged within the company.             On the other hand, it is also beneficial for Ferrari to make use of an organic structure because the interaction that occurs among the organization’s employees is composed of recommendations and information, rather than of directives and conclusions; therefore, consultation exists in Ferrari, instead of command ( 2002).             Consequently, the combined organizational structures results to employees’ obedience to superiors and the devotion of all the members of the organization, as well as the staff’s dedication to their responsibilities and to the technological culture of material development and growth ( 2002).             In contrast, such a structure could also be detrimental for Ferrari. This could happen when employees in a mechanistic organization could not fully adapt to their environment, because of their commitment to their own sections or departments ( 2002).             On the other hand, it would also be unhelpful for Ferrari if formal hierarchy within the organization is not strictly followed by its members. As stated by (2002), uncertainty and deficiency of structure could cause anxiety for many (); in an organization that is as prominent as Ferrari, such a situation is not acceptable because this could lead to catastrophe. This is the reason why supervisors still frequently require a better extent of structure ( 2002). Organizational Culture Organizational culture, also known as the corporate culture, is the set of norms, values, artifacts, and assumptions, shared by individuals and groups who belong in organizations (2006). These influence the members of the organization with regard to how they relate with one another, as well as with stakeholders in the external environment (2006). An organization’s culture is exposed at three interrelated levels—values, artifacts, and basic assumptions (2002). Values exist to guide employees for them to exhibit suitable behavior towards each other and during certain circumstances (2006). For a newcomer, these values are difficult to see, but he or she may be able to learn through observation of veteran employees (2002). On the other hand, artifacts are the physical manifestations of an organization’s culture, which is why it is immediately visible to a new employee (2002). Artifacts consist of the organization’s honors, products, apparent ceremonies and rituals, stories and myths, and the like (2002). These artifacts could be easily altered, as compared to the less visible levels of the corporate culture—the norms and basic assumptions of the human resources in an organization (2002). These are usually instituted by the founder of the organization or by the top administrative team in the company, and are therefore inclined to continue over time and are also resilient to change (2002). With the case of Ferrari’s artifacts, it has already won numerous awards in the field of car manufacture and racing. For instance, in the year 2005, renowned automotive journal—Auto Moto und Sport—awarded Ferrari’s new F430 the Auto Motor und Sport Readers’ Poll under the category of “Best Cars (2005).” Also in 2005, two Ferrari models, F430 and 430 Spider, were voted as Best Imported Supersports Car and Best Imported Cabriolet, respectively, in the German magazine Auto Zeitung (2005). As for the Formula 1 races, Ferrari is recognized as the oldest and most successful team in the championships. From 2005, the team already won fourteen titles in the World Drivers Championship, fourteen more in the World Constructors Championship, 179 triumphs in the Grand Prix, and much more (2006). Evidently Ferrari’s produces cars meant for racing and even for street use. Some examples of Ferrari cars manufactured by the company are the Ferrari F2006, Ferrari F40, Ferrari 612 Scaglietti, the Evoluzione, Ferrari Enzo, Ferrari Testarossa (“Ferrari Turbo,” 2006), and so on. All of which exemplify high quality and excellent standard to satisfy the consumers. Another famous artifact of the discussed company is the logo of the Ferrari race team. It is illustrated by a black prancing horse behind a yellow background in the shape of a shield (2006). Usually written on it are letters S and F which stands for Scuderia Ferrari, while three stripes colored green, white and red are on top of the logo, to symbolize Italy’s national colors (2006). Such is the story behind the Ferrari symbol—on the 17th of June, 1973, Enzo Ferrari raced at a Savio track located in Ravenna, and won (2006). Here, he was introduced to Countess Paolina who is the mother of Count  (2006). Baracca was a state hero in the first World War, who used to paint the surface of his planes with a horse (2006). Countess Paolina then told Enzo to do the same on his own cars, because she believed that it would bring him good luck (2006). Ferrari did so, allowed the horse to remain black, but included a canary yellow backdrop since this is the color of his birthplace,  (2006). The first race that used the logo on the Alfa Romeos that were entered by the Scuderia Ferrari, won the Spa 24 Hours on July 9, 1932 (2006). Ever since, the symbol was shown on the racing cars that contended against the Mercedes-Benz’s Silver Arrows, among others (2006). Organizational Change             If one were to scrutinize various organizational changes, diverse goals would appear to exist (1970). For instance, the most frequent objective can be classified under the labels of increased innovation, enhanced motivation, more effective performance, acceptance of modern techniques, improved cooperation, and the like (1970).             Behind these evident objectives are two overachieving goals—to change an organization’s ability to adapt to the environment, and to change the employees’ internal social patterns (1970). Organizations constantly struggle to better adjust to the outside environment (1970). But since the management of companies cannot entirely supervise their environment, they have to continuously initiate internal modifications so as to more effectively cope with new challenges brought about by enhanced competition, technological advancements, or vital social demands (1970). The second objective of organizational change becomes evident if one realizes that the level of adaptation of an organization does not experience development, unless its human resources behave differently (1970). In connection to this, it should be noted that to experience the effects of organizational changes, the performance patterns introduced should not only transpire in superior-subordinate associations, but also between departments, and even the larger subsystems (1970). Ferrari, as an organization, has already experienced changes more specifically transformations that concern the internal dealings in the company as well as external matters. For example, after years of collaboration with , Enzo Ferrari quit Alfa because he did not want Scuderia Ferrari to be absorbed by the company (2006). Another example is when the organization decided to pursue a partnership with Fiat, as well as with the Mediobanca, Commerzbank, the Lehman Brothers and Piero Ferrari, Enzo’s son (2006). At present, more changes are needed towards the further success of the Ferrari. An example of which is di Montezemolo’s suggestions with regard to Ferrari’s collaboration with the Formula 1 races. According to him, modifications have to done because problems already exist with regard to financial matters and the Ferrari racing team (2004). To answer this, Ferrari president and CEO plans to conduct further study of the situation at hand since the current strategies devised in his company are no longer efficient (2004). Such previous and future changes prove to be effective for the organization, since it is quite evident that after years of existence, the Ferrari is still one of the most prestigious and highly acclaimed company in its respective field. Assessment             Presently, the Ferrari continues to be successful in its field due to the intense and passionate efforts of the people behind this prestigious organization.  Moreover, these people who operate in their specialized fields also possess the vital characteristics to continually uphold the Ferrari’s triumph over relentless threats.             Also, along with these is the effective construction of the organization, which proves to be beneficial to the development of the organization. Furthermore, positive corporate culture as well as effective adaptation to persistent changes cause Ferrari’s further development as manufacturer of Italian sports cars.             Unfortunately, challenges to the Ferrari still exists, in the form of constant internal and external risks. It is therefore recommended that disadvantages to the organization mentioned within this essay be reduced or even eradicated, through the joint efforts of the Ferrari’s human resources, key employees, and current CEO and President,                                     Credit:ivythesis.typepad.com

Organizational Behaviour

History Ferrari is a manufacturer of Italian sports cars, and is based in Maranello, Italy (2006). It was founded by Enzo Ferrari in 192...

UNIT 2 DB

If all agree that this method is the approach to use, who should facilitate the meetings? I think as a capable organization development expert, I am confident that I possess the skills necessary to handle and facilitate the meetings. Some of my skills as an organization development expert which I am proud to reveal include: 1) Mental Stability: Mental stability is crucial especially in my pursuit of the correct decision as well as the management and development of the meetings and the processes accompanying it. It is important for me to remain updated with the latest developments within the meetings to be able to stay aware and knowledgeable in all issues. 2) Performance and Credibility: The establishment of the best outputs within the meetings comes as a result of a well-facilitated meeting. The strong performance of the outputs established in the meetings could also be linked to the effective strategic planning and human resource mobilization of the facilitator. Thus, my credibility as an organization development expert will increase as my performance in handling meetings becomes better. 3) Planning and Strategy Formation Capabilities: Planning and strategy formation nowadays has created the need for organization development experts like me to become aggressive especially in the area of handling meetings. 4) Decision-making abilities: Upon arriving at the correct decision or choice, I now will gains confidence in my ability to make critical decisions or choices especially when the success of the meeting is on the line. Thus, I will now search for even more challenges and opportunities where I could further enhance my decision-making abilities regarding current issues. 5) Holistic Mindset of Issues: Through the exposure to various puzzling issues within the meetings, I along the process am able to develop a holistic mindset regarding the issues surrounding me. I now become a keen observer of the truths and lies surrounding the issue being tackled, instead of relying on mere hearsays. The continuous pursuit of the truth behind the puzzling issues enables me to consistently practice and enhance a healthy and holistic mindset which makes it difficult for detractors to give influence. Because of this holistic approach, I am able to effectively select the right choice and continue to maximize this potential for future use. Is statement A below a good way to generate the types of information that could create the behavioral endpoints for a questionnaire? Researches have proved that staff meetings are able to generate more and better ideas. This is brought about by the combination of parallel idea generation and the utilization of focus group discussions and tools for the organization of ideas. Therefore, decision-making is done with a higher degree of consensus and a higher likelihood of implementation success. However, staff meetings should also be enhanced by information technologies in order to generate the appropriate types of information. Through this process, staff meetings would only take less than a fraction of time as expected. But more importantly, the employees walk away with the minutes of the meeting in hand, regardless of where they are. Also, because the tools are web-based, the management can choose the proper setting for the staff meetings, whether to place the clients in a conference room, set up a distributed meeting or a mixture of both. The management can decide whether the meeting should be done in real-time or whether the clients can participate and contribute their ideas only when their schedule allows them to. Either way, the company and the staff members can be assured of getting the same focus and productivity while at the same time having a significantly greater flexibility in terms of scheduling. Would there be significant advantages to creating meaningful and lasting change if we used managers or internal OD staff to facilitate the meetings? Managers have the primary role to make specific identifications of all the possible sources of evaluation information which includes observable employee behaviors. This is because aside from the observations of the immediate supervisor, performance evaluation information can still come from a variety of other sources, including the employees, subordinates, and work products. They are very seldom trained to handle important meetings. However, internal OD staff may possibly do the facilitation of the meetings.     What organizational factors would make this a “bad” approach or one to avoid? Organizational factors that would ensure the failure of meetings being handled by managers would include: (a) cultural differences between the employees, (b) change management process, (c) resistance of employees, and (d) other factors, such as: factors related to the environment, turnover management, financing methods, sizes of the organizations and experiences. Meetings within organizations especially are being influenced by the interaction of two major factors. On the one hand, the organizational development factors: the educational philosophy brought about by the managers or the OD staff and its conversion into didactical ideas. On the other hand, organizational factors: the staff, infrastructure and policies related in this area. It is obvious that the person who will preside over the meeting must possess a sound vision of policies and the efficient use of the available resources in order to effectively perform his / her facilitating role in the meeting. Nevertheless, the staff members need an interaction between both factors. This is because in order to respond to the new visions of learning, they will eventually transform into a model together with the various aspects of the environment. In return, they will have to continuously monitor their limitations and along the process introduce innovations.   Credit:ivythesis.typepad.com

UNIT 2 DB

If all agree that this method is the approach to use, who should facilitate the meetings? I think as a capable organization development e...