Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your

Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your
Running head: ORGANIZATIONAL LEARNING MANAGEMENT 0 Organizational Learning Management Developing A Learning Organization (HRM 562) July 23, 2018 1. Assess the organization’s culture as it relates to shared knowledge, then specify the significant issue(s) that you discovered with the culture. Determine the disconnect you observed between the culture and organizational learning using three (3) of the five (5) mystifications. Support your response with at least one (1) example of each selected mystification within the organization. In this study, we will be taking an engineering products manufacturing company “Efficient Engineering” into account. The company develops certain engineering products required in for the operation of various industries. The company has a huge market as they are exporting their products to foreign countries too. The company owns a large pool of employees that are coming from diverse backgrounds. The lack of knowledge sharing system in the organization is the reason due to which the employees are not able to perform their duties efficiently. It is much necessary for the management to identify the need for the knowledge sharing amongst the employees and implementation of the same for ensuring maximum productivity. The organization is currently facing the biggest obstacle in the form of inappropriate bonding between the management and employees. The employees lack ownership towards the company as all the decisions at the company are made by the management as per their own will. The employees are never comfortable with the changes proposed by the management without consulting employees. The employees often cause resistance towards the changes made by the management (Boone, 2014). The unacceptance of change by the employees adversely affects the productivity of employees. For example, as the management implements the decision without consulting the employees at the organization, the employees resist the change due to lack of ownership. The organization does not have any proper training system for the new recruitments at the organization. The proper training and overview of the new environment are significant, even if the new recruitments are the experts in their field. Such training enables the new employee to understand the environment and culture of the organization supportive in developing a positive relationship with the current manpower of the organization (Gynawali & Stewart, 2003). This lead towards maximum productivity from the employees due to their working as a team. For example, if the new hiring unknowingly makes use of previous methods for resolving a particular problem at the organization that is not an acceptable method at this organization, then this approach will aggravate all the employees at the organization towards new employees affecting the overall atmosphere of the organization (Chang, Tsai & Tsai, 2011). Last mystification existing at the organization is that there is no proper program for continuous development of the employees. It is much significant to provide development training to the employees for ensuring higher motivation and productivity level from them. The lack of such a program affects the moral level of the employees in an adverse manner affecting the overall productivity of the organization (Huysman, 2000). For example, if the employee is unable to perform any particular work at the organization and the management directs this work to any other employee instead of providing training to the previous employee, then it will shatter the morale, motivation, and dedication level of the previous employee. 2. Give your opinion on the current Organizational Learning Mechanism(s) (OLMs) that hinder organizational learning. Support your response with one (1) example of training or learning initiative (e.g., sharing knowledge, training programs, working as a team, experiences, procedures, processes, etc.) and the outcome when it was applied to the organization. As per the overview of the organization, it is much clear that the biggest reasons creating obstacle towards the organizational learning comprise of the culture and learning mechanisms at the organization. The current learning mechanism at the organization is making no positive impact on the enthusiasm, devotion, and morale level of the employees. The employees have no or less loyalty towards the organization, as the organization is not paying attention towards the development of their skills and capabilities (Purana, & Maciejovsky, 2017). The employees are not productive enough for the organization due to the lack of proper knowledge sharing system, procedures, involvement in the decision-making process, etc. The organization is not encouraging the employees for working as a team resulting in weak and individual performance by the employees. The initiation of a knowledge sharing system will develop ownership amongst the employees as they will start to share their concerns and suggestions with the organizational management. This will certainly improve the motivation, dedication, and moral level of the employees up to a significant level. The employees will start making a collaborative effort instead of individual effort leading towards higher productivity for the organization (Boone, 2014). For example, any positive suggestion by the field employee for improvement in the process will provide benefit to all the employees and organization. The employees will be able to perform the same work more easily, and the organization will be able to save their operational cost. The moral level of the employees will also raise due to acceptance of their concerns and suggestion for bringing betterment to the organization. 3. Determine which one (1) of the following OLMs is suitable for replacing the identified OLM(s) that hinder organizational learning as a corrective action to facilitate the transition from individual to organizational learning: Off-line/Internal, On-line/Internal, Off-line/External or On-line/External. Justify your selection. The online/Internal method is the best option available for the organization to replace the current organizational learning mechanism. As the organization is initiating this process for the first time; therefore, it is imperative to take views from the employees regarding current procedures and processes. As the employees are working in the same environment for a long time; therefore, they will certainly provide some effective ideas for the improvement of the organization (Chang, Tsai & Tsai, 2011). If the organization prefers to hire an external expert that will be passing similar modifications, then it will decline the moral level of the employees even further. After developing a positive atmosphere and raising the moral level of the employees, the organization can consider contracting any external party in the second phase. This organizational learning mechanism will be beneficial for working and learning at the organization. The online experimentation will also become possible through this approach, as the employees will be able to carry out online experimentation of their ideas and suggestions for concluding implementation (Huysman, 2000). The learning pace of all the employee vary, and this OLM will not force them to learn new things faster than their pace. The implementation of the ideas and suggestions will become easy due to the availability of evidence regarding its effectiveness from the experimentation. 4. Evaluate the norms of the organization’s learning culture to determine the source(s) that currently prevent productive learning by applying two (2) of the following norms: inquiry, issue orientation, transparency, integrity or accountability. Provide at least one (1) example of each of the selected norms’ manifestation within the organization in your evaluation. The online/Internal method is the best option available for the organization to replace the current organizational learning mechanism. As the organization is initiating this process for the first time; therefore, it is imperative to take views from the employees regarding current procedures and processes. As the employees are working in the same environment for a long time; therefore, they will certainly provide some effective ideas for the improvement of the organization (Gynawali & Stewart, 2003). If the organization prefers to hire an external expert that will be passing similar modifications, then it will decline the moral level of the employees even further. After developing a positive atmosphere and raising the moral level of the employees, the organization can consider contracting any external party in the second phase. This organizational learning mechanism will be beneficial for working and learning at the organization. The online experimentation will also become possible through this approach, as the employees will be able to carry out online experimentation of their ideas and suggestions for concluding implementation (Puranam & Maciejovsky, 2017). The learning pace of all the employee vary, and this OLM will not force them to learn new things faster than their pace. The implementation of the ideas and suggestions will become easy due to the availability of evidence regarding its effectiveness from the experimentation. References Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal Of Psychological Issues In Organizational Culture, 5(3), 85-99. doi: 10.1002/jpoc.21152 Chang, C., Tsai, M., & Tsai, M. (2011). The Organizational Citizenship Behaviors and Organizational Commitments of Organizational Members Influence the Effects of Organizational Learning. International Journal Of Trade, Economics, And Finance, 61-66. doi: 10.7763/ijtef.2011.v2.79 Gnyawali, D., & Stewart, A. (2003). A Contingency Perspective on Organizational Learning: Integrating Environmental Context, Organizational Learning Processes, and Types of Learning. Management Learning, 34(1), 63-89. doi: 10.1177/1350507603034001131 Huysman, M. (2000). An organizational learning approach to the learning organization. European Journal Of Work And Organizational Psychology, 9(2), 133-145. doi: 10.1080/135943200397905 Puranam, P., & Maciejovsky, B. (2017). Organizational Structure and Organizational Learning. SSRN Electronic Journal. doi: 10.2139/ssrn.2963250
Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your
Running head: MEMORANDUM TO CEO 0 Memorandum to CEO Developing A Learning Organization (HRM 562) July 30, 2018 Memo To: Chief Executive Officer From: Vice President of Human Resources CC: CFO, HRM Date: July 30, 2018 Re: Organizational Learning Issues Organizational Issues Organizational learning in the company is faced with myriad challenges. One of the key challenges is the lack of employee involvement in decision making. Decisions are mainly made by the managers without the employees been involved (Maddalena, 2007). Resistance becomes high since the employees were not involved in the process. It also makes the employees feel that they are not valued. Organizational learning is ineffective in the organization because there is no plan for training of new employees. The new employees do not go through an orientation and training process to put them on the same level as the other employees (Gorran Farkas, 2013). Therefore, they will have knowledge gaps when it comes to the real work in the organization Lastly, organizational learning is ineffective because there is no continuous development of the employee’ skills. Training in an organization is expected to be continuous so that the employees can get the new knowledge they can use to improve their services (Gorran Farkas, 2013). However, it is not the case in the organization. Barriers to Organizational Learning Organizational learning in the company is misguided by the belief that the employees are incompetent. The management brings experts from outside to train the employees, yet there are some of them who knowledgeable on the targeted areas. Failure to use the employe’s results to lack of motivation when the training is done. Another barrier is the individual approach to tasks rather than teamwork. Learning does not work in the organization because employees do tasks on their own instead of doing the tasks in teams. When doing tasks in teams, it becomes easy to learn from one another (Maddalena, 2007). Therefore, they will have knowledge gaps when it comes to the real work in the organization. The wrong approach to problems is another barrier to organizational learning. Problems are always a good opportunity of learning. However, in the organization, the focus is usually solving the problem rather than getting the cause of the problem. Learning fails to happen because the employees are not involved in the process (Gorran Farkas, 2013). This further makes the employees feel that there is no transparency in the organization. The management would have been transparent if it involved the employees in solving the problem, but it is never the case. Recommendations The leadership approach in the organization should change from a top-down to a bottom-up approach. The employees need to be involved in the decision-making process since they are the implementers of the decisions. The bottom-up approach will motivate the employees since they will feel that their input and presence in the organization is valued. It will also increase trust between the employees and the management. A team spirit needs to be created in the organization so that the employees can learn to carry out tasks in teams. When doing tasks in teams, learning becomes easy. The level of motivation is also high when working in teams. The friction between the management and the employees will also be addressed. Problems will also become learning opportunities. Based on the outcomes of the first research I did, I would like to request permission to carry out future researchers in the organization. The research is crucial for continuous development and growth of the organization at large. References Gorran Farkas, M. (2013). Building and sustaining a culture of assessment: best practices for change leadership. Reference Services Review, 41(1), 13-31. doi: 10.1108/00907321311300857 Maddalena, V. (2007). A practical approach to ethical decision‐making. Leadership In Health Services, 20(2), 71-75. doi: 10.1108/17511870710745402
Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your
Running head: PROPOSAL FOR ORGANIZATIONAL LEARNING ISSUES 0 Proposal for Organizational Learning Issues Developing Learning Organization (HRM 562) August 23, 2018 Abstract The efficient engineering organization is currently facing various problems at the organization due to unavailability of a proper training program, weak bonding between the employees, and lack of continuous development program. The current OLM at the organization is creating an obstacle towards the organizational learning. At the current time, the development of appropriate knowledge sharing system at the organization is quite critical for bringing improvement in the organizational performance. The new OLM online/internal will prove to be much effective for the organization. There are various talent management strategies including mentorship and development training that will encourage the employee to share knowledge. There are certain pertaining risks to this transition-related with quality and time. Mitigating them is significant. There will be a proper after action review program for analyzing the improvement. The mentorship training is available for ensuring the proper introduction of this new learning system. Table of Contents Abstract 1 1. Project Summary 3 2. Project Background 4 Issues disconnecting culture and organizational learning 4 Critique to current OLM 5 Recommendation for addressing the issue 6 3. Project Goals and methodology 6 Suitable OLM 6 Benefits of new OLM 7 Drawbacks of new OLM 7 Possible sources preventing productive learning 8 Recommendations for permanent change 8 Talent Management Strategies 9 4. Project Risk Management 9 Existing risks with mitigation strategies 9 After Action Review 10 Training Technique 10 Support by current organizational process and structure 11 1. Project Summary It is much significant for any organization to introduce and prefer organizational learning as compared to infidel learning. For the same reason, there is a requirement of understanding, estimating the controlling the resistance creating an obstacle for the change. There must be a proper training plan for accomplishing this goal. A detailed analysis of Efficient Engineering is made in the project for identifying the solutions to the organizational learning and suggesting better OLM. This study will be identifying the management strategies before making all the suggestions. There will be a proper AAR for reviewing the progress and proper training technique for the upbringing and sustaining organizational learning. 2. Project Background Issues disconnecting culture and organizational learning The company under focus in the current study is Efficient Engineering that is facing many problems regarding organizational learning. Various problems are existing at the organization causing the disconnect between the organizational learning and culture. The certain issue at the organization sponsoring to this disconnect is the unavailability of any effective organizational learning mechanism that is creating many problems for the organization (Boone, 2014). There is no proper relation between the employees of the company and its management. The employees of the company are not able to communicate directly with their managers to bring some betterment to the organization. The management of the company is taking all the decision themselves without involving any concern of the employees. As the organization is not providing any suitable training to its employee after hiring them; therefore, the newly hired individuals are not able to perform their work in an expected manner (Chang, Tsai & Tsai, 2011). It is not only affecting the performance of the company; but, it is also souring the relationships between new employees and old employees. They are not able to work collaboratively for achieving the organizational objectives. Another issue that is creating a disconnection between organizational learning and culture is the unavailability of a continuous improvement program at the organization. The organization has no proper program using which they can improve the skills, knowledge, and expertise of the employees on the regular basis that is leading towards the demotivation of the employees in a great manner. It is also lessening the loyalty of the employees towards the organization (Gnrawali & Stewart, 2003). Critique to current OLM As per the current issues at the organization, the culture and current OLM is contributing significantly towards the creation of an obstacle to organizational learning. The current OLM fails to increase or even sustain the morale, dedication, and enthusiasm level of the employees towards the organization. As there is no certain attention from the organization towards the skills improvement of the employees; therefore, their loyalty towards the organization along with their motivation level is lessening (Huysman, 2000). The employees are not able to bring any certain improvement in their work. Also, their productivity level is also affecting due to lack of interest, as there is no certain improvement. The current OLM is focusing more on the individual performances of the employees; therefore, the organization is not being able to achieve the best through the use of teamwork. Recommendation for addressing the issue At the current time, it is very much critical and urgent to develop a knowledge sharing system at the organization. This knowledge system will be providing an equal opportunity to all the employees for sharing their concerns towards the organization and their work (Puranam & Maciejovsky, 2017). As the organization will start taking their feedback for carrying out any significant work at the organization; therefore, their involvement, ownership, and interest level towards the organization will increase. Also, there will be a positive rise in their motivation, dedication, morale, and enthusiasm level too. They will start focusing on making team efforts for bringing major improvements at the organization. They will be able to provide some positive suggestions to bring improvement in current work practices, which will not only make their work smoother but will enhance the productivity of the organization too (Gnrawali & Stewart, 2003). Lastly, their loyalty level towards the organization will also improve as the organization will start considering them as a valuable asset of the organization. 3. Project Goals and methodology Suitable OLM The online/internal method is the most suitable option currently available for the organization. In this process, the organization will be taking the suggestions from their employees instead of an external third party. This approach will also provide a certain opportunity to the employees for experimenting their suggestions in a real-time scenario, which will help them in identifying the results of their suggestion and modification directly, The main reason behind the selection of the approach is that the organization is initiating the program for the first time; therefore, the employees of the organization will prove to be the most productive source as they are working within the organization for a long time (Chang, Tsai & Tsai, 2011). They must be having a lot of improvement ideas that they were not able to share due to obstacles created by previous OLM at the organization. Benefits of new OLM There are certain benefits of suggested OLM Online experimentation will be possible leading to valuable results right away. All the individuals will be able to learn new things with their own learning pace, as there is no enforcement. The employees will feel valued as the organization is taking feedback from them regarding improvement at the organization. Drawbacks of new OLM There are certain drawbacks of suggested OLM The organization will not be able to take any valuable feedback from the experts working in the market. The organization might have to bear some losses due to online experimentation if the results of the experimentation are not productive. The organization will be dependent upon its employees for bringing any improvement at the organization. They will not be able to enforce the employees for increasing their learning pace. Possible sources preventing productive learning There are various sources creating obstacle towards the organizational learning at the organization. There is a resistance to change amongst the employees as they fear that the improvement or change the organization might create problems for them in completing their work. The teams are focusing merely on their performances with less focus on team performance (Puranam & Maciejovsky, 2017). The teams have set their goals for a shorter term, and there is an excessive control of the higher management on the employees with no availability of direct leadership. Recommendations for permanent change To bring permanent change at the organization, it is very much significant to develop a coherent culture by reducing the resistance of the employees and increasing their interest. The organization can ensure it by mitigating the concerns of the employees related to their resistance. The organization must convey the benefits of their new organizational learning program to their employees for a clear understanding of their advantages. They must ensure proper security for them after the organizational change (Uhlenbruck, Meyer & Hitt, 2003). The organization must be providing certain benefit and rewards to the employees for their contribution towards the organizational change. They must keep providing the benefits and progress of the program to the employees. Talent Management Strategies There are many talent management strategies for the organization. Firstly, the organization must be providing improvement and development training to the employees for continuous improvement. They must identify the loopholes in the working pattern, knowledge, expertise, or skills of the employees and provide them with respective training for bringing certain improvement (Nazar, 2014). Secondly, the organization must encourage their managers and supervisors to act as a mentor for the employees. They must always be available for guiding the best path to the employees. They must be highlighting the weakness to the employees and providing them effective suggestions to bring improvement in those areas. 4. Project Risk Management Existing risks with mitigation strategies The biggest risk existing in the pathway of the transition it the delay in the completion of scheduled tasks. It is quite possible that the employees have to divert their attention towards transition, which will affect their scheduled task completion. To mitigate the same, the organization needs to develop an appropriate transition strategy providing a stepwise schedule for bringing the transition. It will also include the readiness, complexity, and scope of the milestone for developing the timeline (Ageeva, 2013). Another existing risk is the degradation of the quality of service during the transition. To mitigate the same, the organization needs to develop best practices for effective service level management that aligns with the business objectives. These organizations must ensure proper governance of these practices, especially during the transition period. After Action Review There will be mainly five parts of the after action review plan (Gaupp, 2013) Initial Objective: what are the desired results? Reality: what are the current results? Learned things: What are the causes of the result? Goals: What will sustain the results? Experiment: What are the new opportunities? Training Technique Coaching and mentoring is the best available training technique available for introducing a new way of organizational learning for the workforce. This technique will provide a proper guideline to the employees for bringing improvement at the organization. They will be able to understand the benefits of the program clearly (Zehntner & McMahon, 2018). They will be able to highlight their weak areas and bring certain improvement in them through this technique. Support by current organizational process and structure The current organizational structure is a matrix, and there is a formal process at the organization. Both of the structure and processes are suitable for allowing the transition from individual to organizational learning. As all the employees are fulfilling their roles at the respective position; therefore, there is no threat to any senior by the skills improvement of any junior employee. Also, as the process of the organization is formal; therefore, there will be no problem of unequal sharing of opportunities. References Ageeva, S. (2013). Financing of Innovations. Problems Of Economic Transition, 56(6), 6-8. doi: 10.2753/pet1061-1991560601 Boone, S. (2014). Using Organizational Learning to Increase Operational and Conceptual Mental Models Within Professional Learning Communities. Journal Of Psychological Issues In Organizational Culture, 5(3), 85-99. doi: 10.1002/jpoc.21152 Chang, C., Tsai, M., & Tsai, M. (2011). The Organizational Citizenship Behaviors and Organizational Commitments of Organizational Members Influence the Effects of Organizational Learning. International Journal Of Trade, Economics, And Finance, 61-66. doi: 10.7763/ijtef.2011.v2.79 Gaupp, R. (2013). After-Action-Review in medical practice: A qualitative study. Resuscitation, 84, S46. doi: 10.1016/j.resuscitation.2013.08.122 Gnyawali, D., & Stewart, A. (2003). A Contingency Perspective on Organizational Learning: Integrating Environmental Context, Organizational Learning Processes, and Types of Learning. Management Learning, 34(1), 63-89. doi: 10.1177/1350507603034001131 Huysman, M. (2000). An organizational learning approach to the learning organization. European Journal Of Work And Organizational Psychology, 9(2), 133-145. doi: 10.1080/135943200397905 Nazari, K. (2014). Talent Management and Recruitment Strategies. Mediterranean Journal Of Social Sciences. doi: 10.5901/mjss.2014.v5n20p3085 Puranam, P., & Maciejovsky, B. (2017). Organizational Structure and Organizational Learning. SSRN Electronic Journal. doi: 10.2139/ssrn.2963250 Uhlenbruck, K., Meyer, K., & Hitt, M. (2003). Organizational Transformation in Transition Economies: Resource-based and Organizational Learning Perspectives. Journal Of Management Studies, 40(2), 257-282. doi: 10.1111/1467-6486.00340 Zehntner, C., & McMahon, J. (2018). Power and knowledge in a coach mentoring program. Sports Coaching Review, 1-21. doi: 10.1080/21640629.2018.1480736
Note:I dont need the video just a paper with the requested information to do the viseo myself.Using the same scenario from Assignment 1, Supporting Documents, and Assignment 2, you have completed your
Running head: resistance risk mitigation interven`tion table 0 Resistance Risk Mitigation Intervention Table Developing Learning Organization (HRM 562) August 13, 2018 Risk Intervention Technique Rationale 1. Challenge in Culture The people might fear the change due to the issue of loss of status. The senior, middle managers, and team leaders might be of the view that the change at the organization will deprive them of their authority and line of power (Maag, 2000). It will become difficult for them to lead the team positively to complete the work promptly. There will be proper training for all the team individuals regarding this fear. The training will provide awareness to the individuals that the change will only enhance interaction between all the employees and management (Meyer & Stensaker, 2007). As the individuals are afraid of the loss of status due to the change, the training will aware them that the change will enhance collaboration and interaction between them leading to better knowledge and task information sharing. It will become much easier for the management to direct and lead the employees and their respect and authority will sustain at the same time. 2. Psychological Learning Threat The individuals might start doubting their capabilities. They might start self-doubting and undermine their personal growth and development. The individuals might fear that if they fail to adopt the change positively, then the company might consider regarding firing them (Michie et al., 2008). The company will be sharing a plan for the team to adopt the change. The plan will provide certain confidence to the team members that they need to adopt the change periodically after clearly understating and training. There is no rush in adopting the change. As the individuals are psychologically afraid that whether they might be able to adopt the change or not; therefore, a change plan will provide them certain confidence regarding the optimum way of adopting change. They will be aware of the change benefits for them (Rahim & Burrell, 2010). Also, they will realize that the company has a proper plan for implementing changes at the organization that will remove their psychological fears. 3. Free Flow of Knowledge Threat The leading individuals might fear that the change at the organization, i.e., the free flow of knowledge will empower lower individuals leading to weakening their positions. The middle management might feel that their position will be no more required by the organization by strengthening the lower employees. The company will make its organizational structure strong enough that no individual will get encouragement for violating the hierarchy (Wooding, 2013). All the individuals will have to report their supervisors for any work performed. Also, the supervisors will be responsible for the appraisal of their team members. As the organizational change is giving fear of loss of respect and worst destination to the supervisors and leading team members; therefore, this intervention technique will empower the supervisors and leaders up to maximum capability. The organizational purpose of knowledge sharing will certainly enhance within the departments as the team leaders might not hesitate to share their knowledge with junior team members due to no threat (Michie et al., 2008). Also, the junior team members will also share all of their suggestions with senior members for ensuring their efficient performance. 4. Workforce Commitment to transition It is much possible that the employees might adopt the change at the organization; however, they do not make a certain effort for achieving its objectives due to unavailability of any benefits (Rahim & Burrell, 2010). The might adopt the change for the happiness of higher management only. To improve commitment of the team members towards the organizational change, the company will introduce a regular reward system for the employees (Maag, 2000). For example, as there is a change of continuous development at the organization; therefore, the company will reward the employees over presenting any efficient solution or enhancing their capabilities. The reward system will ensure the employees that the company is acknowledging them for their efforts. The company is providing a certain benefit to them for increasing their capabilities in the best interest of their personal and professional development. The reward system will certainly enhance the commitment of the employees towards the change at the organization. 5. Knowledge Issue of recipients There is a certain chance that the individuals might develop resistance to comprehending the absorbed knowledge into practical due to lessening annual appraisal and reward system (Meyer & Stensekar, 2007). The internal competitiveness between functional departments could be a possible reason for the same. The company will conduct two efforts in the same regard. The company will develop and sustain transparent reward and recognition system at the organization (Michie et al., 2008). Also, the company will set up different criteria of annual appraisal based on the team performance as compared to the individuals’ performance. As the company is dealing with engineering products where team performance carries more significance as compared to the individual performance. Therefore, the reward of employees based on their functional team performance will motivate them to strengthen their weak employees and making a collaborative effort for achieving functional team tasks. References Maag, J. (2000). Managing Resistance. Intervention In School And Clinic, 35(3), 131-140. doi: 10.1177/105345120003500301 Meyer, C., & Stensaker, I. (2007). Managing Multiple Change Processes: Challenges and Intervention Techniques. Academy Of Management Proceedings, 2007(1), 1-6. doi: 10.5465/ambpp.2007.26523210 Michie, S., Johnston, M., Francis, J., Hardeman, W., & Eccles, M. (2008). From Theory to Intervention: Mapping Theoretically Derived Behavioral Determinants to Behaviour Change Techniques. Applied Psychology, 57(4), 660-680. doi: 10.1111/j.1464-0597.2008.00341.x Rahim, E., & Burrell, D. (2010). A Case Study Analysis of Change Management Intervention and the Nature and Nuances of Resistance to Change in a Complex Organization. The International Journal Of Knowledge, Culture, And Change Management: Annual Review, 10(4), 19-36. doi: 10.18848/1447-9524/cgp/v10i04/49958 Wooding, S. (2013). A Psychodynamic Approach to Change Resistance. Change Management: An International Journal, 12(1), 17-22. doi: 10.18848/2327-798x/cgp/v12i01/50769