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BMO6624 Organisational Change Management

tag 0 Download 10 Pages / 2,496 Words tag 09-07-2021


Lars Kolind, newly appointed CEO of Oticon A/S has achieved spectacular financial results following the introduction of a radical new organisation structure. This new structure, one subsequently called the “spaghetti” organisation, was designed to achieve flexibility, creativity and productivity improvements. More important are the implications for management practice in such an organisation. The creation of spaghetti organisation means developing new skills
and competence amongst its members- a requirement without precedent in the old organisation- and these new competences have direct impact on “managing”-- what it means and how to go about it. The lessons for the organisation of the 1990s are profound.
British Airways case and GE case analysed and discussed in class are a case in point for the new form of managing organisations. The common thread running through all three cases are that the transformation is less about structure and more about process of change. This radical shift in approach to effecting change has emerged only recently in the business world. All three cases (BA, GE and Oticon), highlight the detailed description of the specific steps taken in a transformational change. Using the knowledge gained via lectures and the case analysis (BA and GE) as well as group case studies, you are required to analyse the Oticon case following specific question below.
You are required to answer all three questions:
1. a) What are the important features of transformational change undertaken by Lars Kolind Why
b) Explain the change process that were employed and are they fundamental to undertaking organisational transformation
2. a) What are the assumed benefits and risks of the spaghetti organisation
b) Does the spaghetti organisation lead to acquiring competence in managing  continuous change
3. What management practices or actions will be required to sustain the revolutionary new culture Discuss. 
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