Question: In Chapter 7 of the text, there are several forces for organizational change: workplace demograph...

In chapter 7 of the text, organizational change has some strengths. Workplace demographics, technology, globalization, market conditions, growth, and declining performance. Based on your personal or professional experience, please explain an example of when one of these forces is causing change in the organization. Why is this caused by this change? If so, what resistance should you change?

Based on my professional experience, as organizations introduce a new performance evaluation system that allows employees to rate colleagues and bosses, our organization evolves based on the power of poor performance did.

Technology is not the only aspect of change in the workplace. The labor force is changing. In the United States, the generation of baby boomers is aging, more Asian and Hispanic people are expected to enter the workplace, and women are a large group that continues to be integrated into the workplace. In addition, the World Economic Forum pointed out that in many industries and countries, the pace of change accelerates, with the most necessary occupation and occupation not even 10 years ago or even 5 years ago. According to the general estimate, 65% of children entering elementary school today end up finishing a new type of work that does not exist yet.

Managing workplace diversity and population change has caused a lot of dilemmas. Even in the face of constant change, managers, business educators, and organization consultants continue to work on new and diverse workforce challenges in various ways. Diversity can be defined in various ways. Diversity includes all the different ways people have. Also, diversity includes all the different characteristics that make people and groups different from others. It is comprehensive and recognized

Evidence from organizational psychology and business consulting psychology seems to indicate that demographic diversity may adversely affect the performance of team tasks in the workplace. In this article, first of all, how to reduce diversity by analyzing Michel and Hambrick's seminar on the difference of the senior management team's demographic composition (1992 Management Association magazine), then changing team members, I will explain the initial level of collapse. Expectations for cooperation

Strategic diversity management is the most comprehensive approach to diversity. We will deal with issues of workplace and business diversity, to support individual and organizational goals. This approach recognizes that non-demographic workplaces and commercial mixtures may present the same tasks as the labor force demographics. The combination of workplace or business diversity includes the following. Implementation of diversity plan has various subjects. The company incorrectly does not respond to diversification with the selected indicator. It is easy to deceive ourselves that the problem of diversity has been solved by achieving some digital goals. For example, it is easy for a variety of trainers to make plans to "understand the difference" and to calculate the number of people trained. These actions can cause it for a while and diversity has been solved.