Defence Research and Development Canada — Toronto (B): Professional Partnership Philosophy
(3 pages of text)
This case is a supplement to Defence Research and Development Canada — Toronto (A): The Organizational Alignment Program.
This case series is geared towards an MBA or executive MBA program, or a leadership program in organizational behaviour in which students have already been exposed to leadership fundamentals. It can be used to explore change management or leadership concepts or both, and touches on the need for teamwork to facilitate the change process and create a high-performance organization by adopting an integrative approach to achieving results. Part (A) delves into how to initiate a major cultural change and the leadership qualities needed to undertake this. Part (B) then builds on the changes that have already taken place under Part (A) and the steps needed to cultivate a new working environment and begin to institutionalize the cultural change. Both parts have been structured so that they can be used either as standalone cases, or in conjunction with each other to illustrate more fully the level of effort and commitment required to transform an organization. The case series objectives are as follows:
- To assess what leaders need to consider and do when embarking on a major cultural change.
- To discuss the challenges encountered and key elements needed to engage and navigate an organization through a major transition. Students should understand the major considerations, challenges, and enablers facing leaders in making transitions
- To explore the differences between implementing cultural versus structural organizational change.
- To explore what constitutes good leadership — what good leaders do and who good leaders are.
The case series can be taught during two 80-minute sessions.
Canada, Medium, 2005
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