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2. She .................... ___ the firm after 25 years' service.
3. He .................... ___ his post after the scandal.
4. Have you read this .................... ___ the West African market?
5. We're .................... ___ computer disks – I'll order some more.
6. We must achieve our targets ................... ___ the amount of work we have to do.
7. He is not really .................... ___ the job he has applied for.
8. Their products .................... ___ paints ___ pens and stationery.
9. There has been a .................... ___ the fares to the USA.
10. She is .................. ___ making travel arrangements for the staff.
11. While I was abroad I nearly .................... ____ money.
12. Jan and Pat both .................... ___ Mr. Brown, the export manager.
T a s k 11. Read, translate and discuss the following text. Make up a few questions and answer them. Pick
out the topic vocabulary.
SUMMARY AND MANAGEMENT SOLUTION
Change is inevitable in organizations. This chapter discussed the techniques available for managing the change
process. The trend today is toward the learning organization, which embraces con-tenuous learning and change. Manag-
ers should think of change as having four elements–the forces for change, the perceived need for change, the initiation of
change, and the implementation of change. Forces for change can originate either within or outside the firm, and managers
are responsible for monitoring events that may require a planned organizational response. Techniques for initiating changes
include designing the organization for creativity, encouraging change agents, and establishing new-venture teams. The final
step is implementation. Force field analysis is one technique for diagnosing restraining forces, which often can be removed.
Managers also should draw on the implementation tactics of communication, participation, negotiation, coercion, or top
management support.
This chapter also discussed specific types of change. Technology changes are accomplished through a bottom-up
approach that utilizes experts close to the technology. Successful new-product introduction requires horizontal linkage
among marketing, research and development, manufacturing, and perhaps other departments. Structural changes tend to
be initiated in a top-down fashion, because upper managers are the administrative experts and champion these ideas for
approval and implementation. Culture/people change pertains to the skills behaviors, and attitudes of employees. Organ-
izational development is an important approach to changes in people's mind-set and corporate culture. The OD process
entails three steps–unfreezing (diagnosis of the problem), the actual change (intervention), and refreezing (reinforce-
ment of new attitudes and behaviors). Popular OD techniques include team building, survey feedback, intergroup activi-
ties, and process consultation.
These concepts apply to the Preston Trucking Company. Preston, hammered by deregulation and unhappy em-
ployees, decided to revise its corporate culture and encourage bottom-up change in its production process. The survey
results indicating how bad things were unfroze management. Consultants were brought in, and meetings were held to
determine the best way to proceed and to gain employee participation. A new mindset was introduced that made em-
ployees equal partners in the trucking business. Improved production efficiency occurred through weekly idea meetings
from which suggestions flowed from lower-level employees. In one year, more than 4,000 moneymaking ideas were
proposed, worth about $1.5 million. One idea helped decrease truck service maintenance from 23 hours to 11 hours.
With both a new corporate culture and a steady bottom-up flow of modifications in production technology, Preston has
become the darling of the trucking industry. Growth is rapid, sales and profits are up, and grievances are way down.
Preston is a model for how to change effectively.
NEW RESPONSES TO CULTURAL DIVERSITY
Affirmative action opened the doors of organizations in this country to women and minorities. However, the path
toward promotion to top ranks has remained closed for the most part, with many women and minorities hitting the glass
ceiling. Although the federal government responded to this problem with the Civil Rights Act of 1991 to amend and
strengthen the Civil Rights Act of 1964, affirmative action is currently under attack. As the debate over affirmative ac-
tion continues, companies need to find new ways to deal with the obstacles that prevent women and minorities from
advancing to senior management positions in the future.
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