Diagnosis for Change: Boeing

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Across
  1. 2. Comprises seven elements: paradigm, rituals and routines, stories, symbols, control systems, power structures, and organizational structure.
  2. 5. Purposes, structure, rewards, helpful mechanisms, relationships, and leaderships.
  3. 7. The fundamental premise of this model is that planned change should flow from the top of this diagram (environment) to the bottom (performance).
  4. 8. Very basic tool for reviewing an organization's position.
  5. 11. Factors outside the organization such as the economic, social, and technological conditions.
  6. 12. Based on the proposition that the effectiveness of an organization is determined by the consistency between the various elements that comprise the organization.
  7. 13. The forces pushing for the change.
  8. 14. The structural frame, human resource frame, political frame, and symbolic frame.
Down
  1. 1. Offers the same opportunity in the context of strategic change in organizations.
  2. 3. Developed by McKinsey & Company consultants.
  3. 4. The encouragement of creativity.
  4. 6. Forces working against change.
  5. 9. Is often conceived of as being at the heart of change in that it is about the most basic of issues with which the organization has to deal with.
  6. 10. Characterizes the organizational environment in terms of six factors.