Q1. "YOU ARE THE VICE PRESIDENT OF OPERATIONS OF IBM INC. YOU JUST SOLD OFF IBM LAPTOP DIVISION TO "LENOVO", THE DEPARTMENT HEADS DO NOT AGREE WITH YOUR DECISION."

HOW CAN CHANGE MANAGEMENT BE MORE EFFECTIVE WITH A LEADER WHO CAN HANDLE MULTIPLE OBJECTIVES AND THE DEMANDS OF A HYPER COMPETITIVE GLOBAL ECONOMY? HOW CAN IBM JUSTIFY THEIR DECISION TO SELL OFF ONE OF THEIR MOST PROFITABLE DEPARTMENTS?

Q2. TARGET, ONE OF THE BIGGEST RETAIL COMPANIES IN THE USA FAILED TO LAUNCH IN CANADA.

WHAT ARE THE PRIMARY REASONS FOR FAILURE TO BRING ABOUT CHANGE IN AN ORGANIZATION?

WHAT ORGANIZATIONAL CAPACITY FOR CHANGE (OCC) DEFINED AND WHAT ARE THE EIGHT DIMENSIONS OF OCC?