1. Presented by : Pedram Toloei Hamid Abbasi Under supervision of : Dr. Ekhlassi

3. David A. Garvin is Professor of Business Administration at the Harvard Business School. He joined the Business School faculty in 1979 and has since then taught courses in leadership, general management, and operations in the MBA and Advanced Management programs, as well as serving as faculty chair of the School's Teaching and Learning Center. [email_address] Other interests: Change through persuasion, learning in action

15. Medium Information richness Feedback Channel Type Language source Face-to-face High Immediate Visual, audio Personal Body, verbal Telephone High/mod Fast Audio Personal Limited body, verbal Personal written Mod Slow Limited visual Personal Verbal Formal written Mod/low Very slow Limited visual Impersonal Verbal Formal numeric Low Very slow Limited visual Impersonal Numeric

21. Time Work Admin. Decision making Communication, org. learning Change processes Another Change Process Change processes Behavioral processes

22. Work Processes Decision setting Are there clear goals for operational and strategic performance? Negotiating. Selling Have we obtained the necessary agreements and resources from upstream and downstream department Monitoring, control Do we know how well our performance matches plans?

23. Behavioral Processes Decision setting Are there well-specified approaches to communication, decision making and learning? Negotiating Selling Is there wide acceptance of the desired approaches to communication, decision making and learning? Monitoring, control Do we know how well our current behaviors match the desired approaches

24. Change Processes Decision setting Is there a clear rational, direction and path of change? Negotiating. Selling Are others in the org. convinced that change is needed and that the proposed changes are the right one? Monitoring, control Do we know whether critical milestones have been reached and planned changes have been implemented?

44. Framework for action