1 (Chapter 10): Types and Forms of Organizational Change I would like the group to address "Ethical Dimension #10" on page 301 of the textbook. That is, imagine that you are the manager responsible for re-engineering an organization into cross-functional teams that will result in the layoff of over 30% of employees. Now answer the following: A- Discuss the resistance to change at the organization and individual levels that you will likely encounter B-How will you manage the change process to behave ethically to those employees who will be terminated, and to those who will be reassigned to new jobs and face a new organizational culture?" You must apply the appropriate theory from the chapter to anchor and structure your response to both questions in your post. Question 2 (Chapter 11): Organizational Transformations: Birth, Growth, Decline, and Death Please read the case on Cisco in Chapter 11 (page 330-331) Until the mid-2000s, when Cisco grew at a phenomenal rate (primarily through acquisitions) John Chambers, CEO of Cisco Systems, had a "control and command," mechanistic approach to organizing. A good friend and classmate, and a member of Cisco's senior executive team tasked withdirectingthe integration of Cisco's acquisitions into the corporate fold during that period, informed me that they would make 100-150 acquisitions annually during that period! . . . This suggests that Cisco may have been in Stage 2 in Greiner's model of organizational growth. As the case in the textbook notes, Chambers was forced to reevaluate his approach when Cisco's market value shrunk by $400 billion after the dot.com crisis (after the mid-2000s). He implemented a new collaborative approach which involved a more organic structure that allowed Cisco's different teams and divisions to plan long-term strategies and work together to achieve them. To facilitate collaboration Chambers created cross-functional teams of managers from its different divisions. Greiner's model for growth suggests that such a move by Chambers will be appropriate if Cisco was in Stage 5 of the growth phase. Thus, Cisco seems to have moved quite quickly from Stage 2 to Stage 5. Has it worked for them? That is, A. Go online and investigate how Cisco's new approach has worked. Investigate Cisco's performance for the past 10 years (2007-2017) and assess whether it is indicative of a successful organizational change initiated by Chambers. B. Dig a little deeper and try to identify changes to Cisco's structure and control systems that are indicative of the change attempted by Chambers in the mid-2000s.? Question 3 (Chapter 12): Decision Making, Learning, Knowledge Management, and Information Technology In this question, we will focus on the garbage-can model of organizational decision-making - a view of decision making as an unstructured process that is the polar opposite of the rational model of decision making that many of us are familiar with. Please read Organizational insight 12.2 on page 341-342 of the textbook that discusses the decision making process prevalent at the most renowned product design companies in the world - IDEO. Next, review IDEO's website and watch the TED-Talk by IDEO co-founder David Kelly (both available athttps://www.ideo.com/people/david-kelley#:~:text=David%20Kelley%20is%20the%20founder,Design%2C%20known%20as%20the%20d.,https://www.ideou.comandhttps://www.ted.com/talks/david_kelley_human_centered_design?language=en). Then, address the following questions: A- How does IDEO use "garbage-can" thinking to design/develop its products? B- Would the rational decision making approach work equally well for IDEO? Why? Anoptionalquestion that you may address for added reflection: How useful would the garbage-can thinking approach be for the organization that you are researching for the final project? please submit citation for every questions