Organizational Change at Usa Today
Organizational Change at
USA Today
Universidade Nova de Lisboa
Table of Content
Introduction…………………………………………………………………………….3
The Choice of Models and Methodology…….………………………...………………3
Organizational Change at USA Today…………………………………….……………4
Conclusion……………………………….……………………………………………..8
Appendix………………………………….……………………………………………9
List of References……………….…………………………………………………….10
Introduction
With increasing competition emerging from the results of technology and globalization, companies cannot longer rely on their traditional strengths without encountering changes of work practices. Often, small and continuous changes are not enough and situations inevitably call for radical changes of paradigms. Facilitating these changes is one of the greatest challenges managers face nowadays, as they are always connected to resistance, uncertainty and an undefined timeframe.
Addressing certain challenges, several scholars have investigated models and procedures that should help managers to unravel the critical situations of organizational change.
This paper will relate three different scientific models to one of the greatest organizational changes of the 1990’s namely the diversification and restructuring of USA Today from a traditional newspaper to a thorough news corporation including internet news and TV broadcasting.
The Choice of Models and Methodology
Organizational change can be described as the process of a company that is going through a transformation. This change occurs when business strategies or major sections of an organization are fundamentally altered.
This paper will investigate how organizational change was implemented at the American Newspaper USA Today. Three different theoretical approaches will be applied to the case, namely Kotter’s “Eight steps of organizational change”, Porras’ and Robertson’s “Two-axis that
USA Today
Universidade Nova de Lisboa
Table of Content
Introduction…………………………………………………………………………….3
The Choice of Models and Methodology…….………………………...………………3
Organizational Change at USA Today…………………………………….……………4
Conclusion……………………………….……………………………………………..8
Appendix………………………………….……………………………………………9
List of References……………….…………………………………………………….10
Introduction
With increasing competition emerging from the results of technology and globalization, companies cannot longer rely on their traditional strengths without encountering changes of work practices. Often, small and continuous changes are not enough and situations inevitably call for radical changes of paradigms. Facilitating these changes is one of the greatest challenges managers face nowadays, as they are always connected to resistance, uncertainty and an undefined timeframe.
Addressing certain challenges, several scholars have investigated models and procedures that should help managers to unravel the critical situations of organizational change.
This paper will relate three different scientific models to one of the greatest organizational changes of the 1990’s namely the diversification and restructuring of USA Today from a traditional newspaper to a thorough news corporation including internet news and TV broadcasting.
The Choice of Models and Methodology
Organizational change can be described as the process of a company that is going through a transformation. This change occurs when business strategies or major sections of an organization are fundamentally altered.
This paper will investigate how organizational change was implemented at the American Newspaper USA Today. Three different theoretical approaches will be applied to the case, namely Kotter’s “Eight steps of organizational change”, Porras’ and Robertson’s “Two-axis that
References: Kotter, J. P. (1995). Leading change: Why transformation efforts fail. Harvard business review, Retrieved from http://iic.wiki.fhttp://89.248.0.102/upload/Topplederprogrammet/Internsider/Kull9/Litteratur/2.1 Leading Change - Why Transformation Efforts Fail by JP Kotter.pdfgv.br/file/view/the ambidextrous organization.pdf Levasseur, T. E. (2001). People skills: Change management tools. Interfaces, 31(4), 71-73. Retrieved from http://www.jstor.org/discover/10.2307/25062720?uid=3738880&uid=2&uid=4&sid=21101391547483 O 'Reilly, C., & Tushman, M. (2004). The ambidextrous organization. Harvard business review, Retrieved from http://iic.wiki.fgv.br/file/view/the ambidextrous organization.pdf Porras, J. I., & Robertson, P. J. (1992). Organizational development: Theory, practice, and research. . Handbook of industrial and organizational psychology, 3(2), 719-822. Retrieved from http://psycnet.apa.org/psycinfo/1993-97201-012