Organizational Change: Robots Not Welcome Here!
HRM587 Managing Organizational Change
Week 1 Discussion
Organizational Change: Robots Not Welcome Here!
Robots may not always deliver the benefits they promise. Fletcher (2018) describes the experience of an animal charity in San Francisco that had security problems with break ins, vandalism, and local drug users who made staff and visitors feel unsafe. They employed a 1.5-meter tall Knightscope security robot. The robot patrolled nearby car parks and alleyways, taking video recordings and saying “hello” to passersby; however, it was accused of harassing homeless people. Calls for retribution appeared on social media, and the charity suffered more vandalism. The robot was regularly tipped over and actually suffered vandalism itself. Robots with artificial intelligence routinely provide care for children and the elderly. They work in hospitals, perform surgery, and play a range of analytical roles in offices. But Fletcher sees the spread of workplace robots as a major challenge.
Consider the following questions, provide responses, and then discuss your colleagues’ responses in this week’s discussion.
How far are we willing to, or should we at all, let robots into the workplace?
What kinds of roles are acceptable for robots and which are not?
Most importantly, who sets the rules for how robots behave and how they decide on priorities when interacting with people?
Using a multimedia tool of your choice, provide one of your responses as a multimedia item. Then, your remaining one response may be text based.
Fletcher, S. (2018). What makes a good robot co-worker? Retrieved from https://www.peoplemanagement.co.uk/voices/comment/good-robot-worker
HRM587 Managing Organizational Change
Week 2 Discussion
Six Images of Change Management
Take a look at the Six Images of Change Management in Chapter 2. There are six images listed, and they are Director, Navigator, Caretaker, Coach, Interpreter, and Nurturer. Read the full descriptions of each.
Consider the following questions, provide responses, and then discuss your colleagues’ responses in this week’s discussion.
Is it likely that most people will have one dominant image of change management? Why? Why not?
Are change leaders more likely to be successful if they remain faithful to their dominant style(s)? Why? Why not?
Are change leaders who have the capacity to apply a range of different images more likely to be successful? Why? Why not?
In your judgment, do most managers have the behavioral flexibility to move between different styles, or do they tend to apply just one or a limited range of approaches? Explain.
HRM587 Managing Organizational Change
Week 3 Discussion
Vision and Change
Consider the Twenty-First Century Vision Statements near the end of Chapter 6. After reading all 12 vision statements, answer the following questions to begin this week’s discussion.
Which of the vision statements are, in your judgment, effective and which are not?
Based on their vision statements, for which of these companies would you work for?
Whose vision would turn you away? Why?
How would you explain your preferences and dislikes with regard to these visions?
HRM587 Managing Organizational Change
Week 4 Discussion
Diagnosing and Acting
Consider a change in which you were involved and that was seriously affected by resistance. When did you first become aware of resistance? What form did the resistance take? What were your first thoughts (anger, betrayal, confusion, relief)? What made you decide that you had to do something? What actions did you take? Why?
What was the impact in the short term and the long term? If you could rewind the tape, would you do anything differently? Why or why not?
HRM587 Managing Organizational Change
Week 5 Discussion
Change Management Perspectives
Consider your current organization or an organization with which you were once affiliated. Is there a dominant change approach in your selected organization? If so, how appropriate is it? What would you need to do in order to modify or replace that dominant approach? Why?
Consider your personal schema for handling and managing change. Do you work with a one-size-fits-all approach to change management? To what extent do you adapt your approach to the scale and timing of the change? To your own relative power in the situation? To other context features as identified and related to change management, processual, and contingency approaches?
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