02 Feb Thoroughly read Getting Boeing Back in the Air, Exercise 10.2 on pages 343-346 in Chapter 10 attachment. Fully answer questions 2 and 4 located on page 343-344. Your report for
Thoroughly read Getting Boeing Back in the Air, Exercise 10.2 on pages 343-346 in Chapter 10 attachment. Fully answer questions 2 and 4 located on page 343-344.
Your report for solving the case must include the following headings:
- Overview—Summarizing the case scenario and identifying all the problems, issues, constraints, related to the case.
- Discussion Questions—Answering all the questions.
- Debriefing—Reflecting your thoughts, opinions, and solutions based on the case.
Written assignments must adhere to APA style guidelines. Writing style resources are available on the Student Resources page. Submit your response to the questions in an MS Word document. Use the following assignment title format: There is a minimum of three citations required from the textbook. Do not cite the case study itself (can be used from any attachments)
Ｃｈａｐｔｅｒ
Ｃｈａｎｇｅ Ｍａｎａｇｅｍｅｎｔ
Ｐｅｒｓｐｅｃｔｉｖｅｓ
Ｌｅａｒｎｉｎｇ ｏｂｊｅｃｔｉｖｅｓ
Ｂｙｔｈｅｅｎｄｏｆｔｈｉｓｃｈａｐｔｅｒｙｏｕｓｈｏｕ－ｄｂｅａｂ－ｅｔｏ：
医さ団園 Ｕｎｄｅｒｓｔａｎｄａｎｄｉｄｅｎｔｉｆｙｔｈｅｆａｃｔｏｒｓｔｈａｔｃａｎｃａｕｓｅｃｈａｎｇｅｔｏｆａｉー，
Ｅ雨 四墨 塾 Ａｓｓｅｓｓｔｈｅｓｔｒｅｎｇｔｈｓａｎｄｉｉｍｉｔａｔｉｏｎｓｏｆｃｈｅｃｋ１ｉｓｔｓｆｏｒｍａｎａ９ｉｎｇｃｈａｎｇｅ ｅｆｆｅｃｔｉｖｅｌｙ．
「ＬＱ－－蟹副 Ｅｖａｌｕａｔｅｔｈｅａｄｖａｎｔａｇｅｓｏｆｓｔａｇｅ ｍｏｄｅｌｓｏｆｃｈａｎｇｅ ｍａｎａｇｅｎｎｅｎｔ．
匝ＩＥ至重軍司 Ａｓｓｅｓｓｔｈｅｔｈｅｏｒｅｔｉｃａｌａｎｄｐｒａｃｔｉｃａーｖａ－ｕｅｏｆｔｈｅｐｒｏｃｅｓｓＰｅｒｓｐｅｃｔｉｖｅｏｎｃｈａｎｇｅ．
「Ｌｏｆ輔園Ｕｎｄｅｒｓｔａｎｄａｎｄａｐｐ－ｙｃｏｎｔｉｎｇｅｎｃｙａｐｐｒｏａｃｈｅｓｔｏｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔ．
”了ｈｅｑｕｅｓｔ′ｏｎ′ｓがｒｗ力ｏｓ
ｇｏ′ｎｇｒｏ／ｅｒｍｅ／′ｒ’ｓｗｈｏ
′ｓｇｏｍｇｔｏｓｔｏｐｍｅ． ”
ＡｙｎＲａｎｄ，ｗｒｉｔｅｒａｎｄｐｈｉｌｏｓｏｐｈｅｒ
３１９
３２０
ＣｈａＰｔｅｒｌＯ
Ｃ／７の堰ｅ崩超′ｍｇの？？ｅｍβのＰｅｃｒ和郎
ｏｐｔｉｏｎｓｆｏｒ Ｍａｎａｇｉｎｇ Ｃｈａｎｇｅ
Ｃｈｎｎｇｔ，１～ Ｄｉｍ，ｐｔｉｖ，二，一Ｌｉｖ（， ｗｉｔｈ．ｔ － － 一 － …
ｓｏａｔｏｐｐｏｔｙｏｆｔｈｅｏｒｇａｚａｏｎ．Ｔｈｉｓｉｓ
ｎｏｔ
ｓｏｍｅｔｈｉｎｇ
ｔｈａｔ
ｃａｎ
ｂｅ
ｔｈｉｒｄ
ｏｒｆｏｕｒｔｈ
ｄｏｗｎ
ｉｎ
ｔｈｅ
ＣＥＯ’ｓ
ｌｉｓｔ
ｏｆｔｈｉｎｇｓ
ｈｅ
ｏｒ
ｓｈｅ
ｍｕｓｔ
ｄｏ．ＶＶｅ
ｖｉｅｗｔｈｏｓｅ
ｃｈａｒａｃｔｅｒｉｓｔｉｃｓ
ａｓ
ｂｅｉｎｇｎｅｃｅｓｓａｒｙｃｏ‐ｔｒａｖｅｌｌｅｒｓｔｏｄｅｌｉｖｅｒｉｎｇａ
ｔｒｕｅｔｒａｎｓｆｏｒｍａｔｉｏｎｏｆｔｈｅｃｏｍｐａｎｙ・（Ｂｕｃｙｅｔａｌ，， ２０１７ａ，ｐｐ．２－３）．
Ａｔｒｕｅｔｒａｎｓｆｏｒｍａｔｉｏｎｉｓｄｉｓｒｕｐｔｉｖｅ．ｌｔｄｏｅｓｎ’ｔ
ｊｕｓｔｗｏｒｋ ｗｉｔｈｔｈｅｅｘｉｓｔｉｎｇ９ｏｖｅｒｎａｎｃｅ，ｔｈｅ
ｅｘｉｓｔｉｎｇｐｒｏｃｅｓｓｅｓ，ｔｈｅｅｘｉｓｔｉｎｇｂｕｄｇｅｔｉｎｇｃｙ－
ｃｌｅ，ｔｈｅｅｘｉｓｔｉｎｇｗａｙｓｏｆｄｏｉｎｇｔｈｉｎｇｓ．ｌｔｉｓｇｏ－
ｉｎｇ
ｔｏ
ｄｉｓｒｕｐｔ， Ａｎｄ
ｉｔ’ｓ
ｇｏｉｎｇ
ｔｏ ｃｒｅａｔｅ
ｃｈａｌｌｅｎｇｅａｎｄｔｅｎｓｉｏｎａｎｄｆｒｉｃｔｉｏｎ
ｉｎｔｈｅｏｒ－
ｇａｎｉｚａｔｉｏｎ．Ｂｅｃａｕｓｅ
ｉｔ
ｉｓ
ｓｏ ｄｉｓｒｕｐｔｉｖｅ，ｉｔ’ｓ
ＴｈｅｐｅｒｓｐｅＣｔｉｖｅｓｄｉｓｃｕｓｓｅｄｉｎｔｈｉｓｃｈａｐｔｅｒｉｎｃ１ｕｄｅｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔＣｈｅｃＭｉｓｔｓ，ｓｔａｇｅ
ｍｏｄｅｌｓ，ａｎｄｐｒｏｃｅｓｓａｎｄｃｏｎｔｉｎｇｅｎｃｙｔｈｅｏｒｉｅｓ，Ｔｈｅｙ ｏ掻ｅｒａｄｖｉｃｅ ｏｎ ｍａｎａｇｉｎｇｃｈａｎｇｅ， ｂｕｔｍａｋｅｎｏ ｍｅｎｔｉｏｎｏｆｔｈｅｐｅｒｓｏｎａｌｓｔｙｌｅｓａｎｄｐｒｅ危ｒｅｎｃｅｓｏｆｉｎｄｉｖｉｄｕａｌｃｈａｎｇｅ ｍａｎａｇ－
ｅｒｓ．Ｌｅｔｕｓｆｉｒｓｔ６‐１ｌｔｈｉｓｇａｐ，
Ｔｈｅ Ｄｉｒｅｃｔｏｒａｎｄ Ｎａｖｉｇａｔｏｒｌｍａｇｅｓ ｏｆＣｈａｎｇｅ Ｍａｎａｇｅｍｅｎｔ
１ｉｗｏｏｆｏｕｒｓｋｉｍａｇｅｓｏｆｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔａｒｅｐａｒｔｉｃｕｌａｒｌｙｒｅｌｅｖａｎｔｔｏｔｈｅａｐｐｒｏａｃｈｅｓ
ｅｘｐｌｏｒｅｄｉｎｔｈｉｓｃｈａｐｔｅｒ．ＴｈｅαＺｒｅｃｚｏｒｉｍａｇｅｕｎｄｅｒｐｉｎｓｔｈｅｃｈａｎｇｅｍａｎａｇｅｍｅｎｔａｐｐｒｏａｃｈｅｓ
ａｓｓｏｃｉａｔｅｄｗｉｔｈｔｈｅｗｏｒｋｏｆｌａｒｇｅｃｏｎｓｕｌｔｉｎｇｃｏｍｐａｎｉｅｓ，ａｎｄａｌｓｏｏｆａｃａｄｅｍｉｃｓｗｈｏ ｗｏｒｋ
ａｓｃｈａｎｇｅｃｏｎｓｕｌｔａｎｔｓｉｎｔｈｉｓｆｉｅｌｄ，Ｔｈｏｓｅ ｗｈｏ ａｄｏｐｔｓｕｃｈ ａｐｐｒｏａｃｈｅｓｔａｋｅ ａｓｔｒａｔｅｇｉｃ
ｖｉｅｗ，ａｄｏｐｔｉｎｇ ａ ｐｒａｇｍａｔｉｃ， ｍａｎａｇｅｒｉａｌｉｓｔａｐｐｒｏａｃｈｔｏ
ａｃｈｉｅｖｉｎｇｌａｓｔｉｎｇ ｏｒｇａｎｉｚａｔｉｏｎａｌ
ｃｈａｎｇｅ． Ｔｈｅ
ｃｈｅｃ＊山ｓｔｓ
ａｎｄ
ｓｔａｇｅ ｍｏｄｅｌｓｔｈａｔ ｗｅ
ｅｘｐｌｏｒｅ 魚１ｌｉｎｔｏｔｈｉｓ
ｃａｔｅｇｏｒｙ． Ｔｈｅｙ
ｓｕｇｇｅｓｔｔｈａｔｃｈａｎｇｅｃａｎｂｅ ｍａｎａｇｅｄａｎｄｃｏｎｔｒｏｌｌｅｄｉｎａｐｒｅｄｉｃｔａｂｌｅ ｍａｎｎｅｒａｓｌｏｎｇａｓ
ｔｈｅ
ｃｏｒｒｅｃｔｓｔｅｐｓ
ａｒｅｔａｋｅｎ，ｉｎ ｍｏｒｅｏｒｌｅｓｓｔｈｅｃｏｒｒｅｃｔｓｅｑｕｅｎｃｅ， Ｈｏｗｅｖｅｒ，ｇｉｖｅｎｔｈｅ
ｎｕｍｂｅｒｏｆｄｉ錐ｅｒｅｎｔｓｅｔｓｏｆｒｅｃｉｐｅｓａｎｄ丘ａｍｅｗｏｒｋｓｔｈａｔａｒｅａｖａｉｌａｂｌｅ，ｉｔｉｓｎｏｔａｌｗａｙｓｃｌｅａｒ
ｗｈｉｃｈｔｏａｄｏｐｔ，ｏｒｔｈｅｃｒｉｔｅｒｉａｏｎ ｗｈｉｃｈｔｈｅｃｈｏｉｃｅｓｈｏｕｌｄｂｅｍａｄｅ．
Ｃｏｎｔｉｎｇｅｎｃｙｆｒａｍｅｗｏｒｋｓｃａｎａｌｓｏｂｅｓｅｅｎａｓｃｏｎｓｉｓｔｅｎｔｗｉｔｈｔｈｅメケｅｃわｒｉ血ａｇｅ．Ｒａｔｈｅｒ
ｔｈａｎｃｌａｉｍｉｎｇｔｏｈａｖｅｄｉｓｃｏｖｅｒｅｄ“ｔｈｅｏｎｅｂｅｓｔａｐｐｒｏａｃｈ， ”ｈｏｗｅｖｅｒ，ｔｈｅｓｅ丘ａｍｅｗｏｒｋｓａｒｇｕｅ
ｔｈａｔ“ｉｔｄｅｐｅｎｄｓ“ｏｎ ａｎｕｍｂｅｒｏｆｃｏｎｔｅｘｔ 魚ｃｔｏｒｓ，ｓｕｃｈ ａｓｔｈｅｓｃａｌｅａｎｄ ｕｒｇｅｎｃｙｏｆｔｈｅ
ｐｒｏｐｏｓｅｄｃｈａｎｇｅｓ．Ｆｏｒｅ×ａｍｐｌｅ，ｏｎｅｏｆｔｈｅｓｅｃｏｎｔ無ｇｅｎｃｙｆｒａｍｅｗｏｒｋｓ，ｔｈｅｃｈａｎｇｅｋａｌｅｉｄｏ－
ｓｃｏｐｅ（ＢａｌｏｇｕｎｅｔａＬ，２０１６）ｄｏｅｓｎｏｔｏ爺ｅｒＰｒｅｓｃｒｉｐｔｉｖｅａｄｖｉｃｅｏｎｈｏｗｔｏｉｍｐｌｅｍｅｎｔｃｈａｎｇｅ
ｉｎｐａｒｔｉｃｕｌａｒｃｏｎｔｅｘｔｓ，Ｔｈａｔ丘ａｍｅｗｏｒｋｉｎｓｔｅａｄｈｉｇｈｌｉｇｈｔｓ免ｒｔｈｅｃｈａｎｇｅ ｍａｎａｇｅｒｔｈｅｃｏｎ－
ｔｅｘｔｕａｌｉｓｓｕｅｓｔｏ ｃｏｎｓｉｄｅｒ ｗｈｅｎｒｅａｃｈｉｎｇ ａｎｉｎあｒｍｅｄｊｕｄｇｍｅｎｔｗｉｔｈｒｅｇａｒｄｔｏ ｃｈａｎｇｅ
ｉｍｐｌｅｍｅｎｔａｔｉｏｎｄｅｓｉｇｎｏｐｔｉｏｎｓ，Ｔｈｉｓａｐｐｒｏａｃｈｉｓａｌｓｏｃｏｎｓｉｓｔｅｎｔｔｏｓｏｍｅｅｘｔｅｎｔｗｉｔｈｔｈｅ
′７αｙＺｇ防げｉｍａｇｅｏｆｃｈａｎｇｅ ｍａｎａｇｅｍｅｎｔ，Ｃｈａｎｇｅｃａｎｂｅｃｏｎｔｒｏｌｌｅｄｉｎｐａｒｔ，ｂｕｔｅｘｔｅｒｎａｌ
魚ｃｔｏｒｓ（ｃｏｎｔｅｘｔｕａｌｅｎａｂｌｅｒｓａｎｄｃｏｎｓｔｒａｉｎｔｓ，ｃｏｍｐｅｔｉｎｇｉｎｔｅｒｅｓｔｓ）ｃａｎ ｇｅｎｅｒａｔｅｅｍｅｒｇｅｎｔ
ａｎｄｕｎｉｎｔｅｎｄｅｄｏｕｔｃｏｍｅｓｏｖｅｒｗｈｉｃｈｔｈｅｃｈａｎｇｅ ｍａｎａｇｅｒｈａｓｌｉｔｔｌｅｏｒｎｏｉｎｆｌｕｅｎｃｅ．
Ｔｈｅ
ｉｄｅａ
ｏｆｅｓｔａｂｌｉｓｈｉｎｇ “ｆｉｔ” ｂｅｔｗｅｅｎ
ｃｈａｎｇｅｉｍｐｌｅｍｅｎｔａｔｉｏｎ
ａｎｄ ｏｒｇａｎｉｚａｔｉｏｎａｌ
ｃｏｎｔｅｘｔｉｓｎｏｔｃｏｎｓｉｓｔｅｎｔｗｉｔｈａｐｒｏｃｅｓｓｕａｌｖｉｅｗ ｏｆｃｈａｎｇｅ．Ｐｒｏｃｅｓｓｔｈｅｏｒｉｅｓｓｅｅｃｈａｎｇｅ
ｕｎあｌｄｉｎｇｏｖｅｒｔｉｍｅｉｎａ ｍｅｓｓｙａｎｄｉｔｅｒａｔｉｖｅ ｗａｙａｎｄｔｈｕｓｒｅｌｙｏｎｔｈｅｉｍａｇｅｏｆｃｈａｎｇｅ
ｍａｎａｇｅｒａｓ“の’Ｚｇのｏｒ．Ｈｅｒｅ，ｔｈｅｃｈａｎｇｅｏｕｔｃｏｍｅｓａｒｅｓｈａｐｅｄｂｙａｃｏｍｂｉｎａｔｉｏｎｏｆｆａｃｔｏｒｓ
ＣｈａＰｔｅｒｌＯ
Ｃ方の増ど崩‘”〃”ｇｅ′７７ｅ用弁ｅなｌｐｅメルｅｓ
３２１
ｉｎｃｌｕｄｉｎｇｔｈｅｐａｓｔ，ｐｒｅｓｅｎｔ，ａｎｄｆｕｔｕｒｅｃの７ｒｅｘｚｉｎｗｈｉｃｈｔｈｅｏｒｇａｎｉｚａｔｉｏｎｆｕｎｃｔｉｏｎｓ；ｔｈｅ
ｓｚ心“α打ｃｅｏｆｔｈｅｃｈａｎｇｅ；ｔｈｅｉｍＰ１ｅｍｅｎｔａｔｉｏｎ〃ｍｃｅｓｇ刀ｏ／ｍｃｑ／わｅんαｖｚｏｒ，ｉｎｓｉｄｅａｎｄ ｏｕｔ－
ｓｉｄｅ
ｔｈｅ
ｏｒｇａｎｉｚａｔｉｏｎ； ａｎｄ
ｔｈｅ
ｉｎｔ&
