TABLE OF CONTENTS

TOPIC PAGE NO.

INTRODUCTION 2-12

PROBLEMS 13-14

SOLUTIONS & RECOMMENDATIONS 15-17

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INTRODUCTION

CORNING INCORPORATED

Corning Incorporated is the world leader in specialty glass and ceramics. Drawing on more than 150 years of materials science and process engineering knowledge, Corning creates and makes keystone components that enable high-technology systems for consumer electronics, mobile emissions control, telecommunications and life sciences. Corning collaborates closely with customers across these industries to turn what were once only possibilities into breakthrough realities.

Since the earliest days, Corning Incorporated, the world leader in specialty glass and ceramics, has worked closely with customers to understand their problems, explore possible solutions, and then bring those solutions to life through the world-class scientific and manufacturing capabilities.

Its unique collaborative culture paired with more than 150 years of materials science and  process engineering continue to drive us forward -- as we look at the toughest problems, imagine the possibilities, then turn those possibilities into breakthrough realities.

Corning Glass Works was established in Corning, New York, in the mid 1800s. For many years all of its operations were based in Corning but as the company grew, plants and sales offices were established throughout the country. For most of the divisions, business problems could be discussed on a face-to-face basis. People from the several divisions saw each other frequently on Corning’s premises, on the streets of the town, and on social occasions. In a sense, the corporation operated like a relatively close-knit family. People at all levels and from diverse parts of the corporation interacted informally. Even top officers were addressed on a first-name basis. It would not be uncommon for top-level corporate officers to meet.

The Electronic Products Division was one of eight line divisions in Corning Glass Works . Corning’s growth and reputation was based on a strong technological capability in the invention and manufacture of glass products. This technological capability was supported by a Technical Staffs Division (R & D) which conducted basic research and product process research in glass and related technologies.

Corning’s R&D capability led to major businesses in the manufacture of glass envelopes (bulbs) for incandescent lamps and television tubes. Other businesses included glass lenses for optical and ophthalmic use, laboratory glassware refractories for glass and steel furnaces, and many other specialty glass items sold to a wide variety of industries in a wide variety of markets.

HOW THE CORPORATION OPERATED

The organization of Corning reflected the close link between Corning’s growth and its technology. The technical Staffs Division was regarded as very important by top management.

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Its vice president reported directly to the chairman of the board. Next to R&D, Corning’s strongest functional area was manufacturing. To complement a strong manufacturing orientation, the company had developed a control system in which plants were viewed as profit centers. Financial results were reported every 28 days and were reviewed 13 times a year. These period reviews were conducted at all levels of the corporation.

Because of the nature of Corning’s business, most divisions maintained relatively small sales departments, with a few salespeople servicing the small number of important accounts. These salespeople maintained close relations with their customers and could supply virtually all the information needed by a division about its markets. Major sales transactions between corning and its customers were conducted at high levels of the corporation since major Corning investments were often involved.

The Electronics Products Division manufactured passive components for several markets. More than half of EPD’s sales in 1968 were to OEM (original Electronics Market) who bought resistors and capacitors in large volume for use in a variety of their products. The remainder of the division’s sales was to distributors who resold the components in smaller quantities.

Much like other Corning businesses, the components business had grown on the basis of Corning’s unique capabilities in glass, which when used as a substrate gave the components desirable electrical qualities. In the late 1950s and early 1960s, the growth of the space program and the increase in resilience on missiles for defense created demand for highly reliable components, since failure threatened the integrity of very sophisticated and expensive systems. In response to market demand, EPD expanded its plant operations in Bradford, Pennsylvania, and in the early 1960s built a new plant in Raleigh, North Carolina. Bradford manufactured resistors and Raleigh produced capacitors.

In the early 1960s the nature of EPD’s business began to shift. As the military market leveled off, EPD concentrated more of its efforts in new commercial markets. For example, color television was emerging as a significant market, and color sets required more components, with more stringent specifications, than were needed for black and white. The growth of the data processing industry also provided a new market for EPD components. Using its unique technological capabilities in product development and manufacturing, EPD was able to enter these new markets and quickly establish a major position in them. In 1965 EPD built a plant in Wilmington, North Carolina, to supply high- volume demands in the consumer electronics and data processing markets.

VALUES

Throughout its history, Corning’s strong, visionary leadership has been guided by an enduring set of Values that define our relationships with employees, customers, and the communities in which they operate around the world.

QUALITYTotal Quality is the guiding principle of Corning's business life. It requires each of them,

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individually and in teams, to understand, anticipate, and surpass the expectations of our customers. Total Quality demands continuous improvement in all its processes, products, and services. Success depends on its ability to learn from experience, to embrace change, and to achieve the full involvement of all its employees.

INTEGRITYIntegrity is the foundation of Corning's reputation. They have earned the respect and trust of people around the world through more than a century of behavior that is honest, decent, and fair. Such behavior must continue to characterize all its relationships, both inside and outside the Corning network.

PERFORMANCEProviding Corning shareholders a superior long-term return on their investment is a business imperative. This requires that we allocate its resources to ensure profitable growth, maintain an effective balance between today and tomorrow, deliver what we promise, and tie our own rewards directly to its performance.

LEADERSHIPCorning is a leader, not a follower. Its history and culture impel them to seek a leadership role in its markets, multiple technologies, manufacturing processes, management practices, and financial performance. The goods and services they produce are never merely ordinary and must always be truly useful.

INNOVATIONCorning leads primarily by technical innovation and shares a deep belief in the power of technology. The company has a history of great contributions in science and technology, and it is this same spirit of innovation that has enabled it to create new products and new markets, to introduce new forms of corporate organization, and to seek new levels of employee participation. They embrace the opportunities inherent in change, and they are confident in our ability to help shape the future.

INDEPENDENCECorning cherishes -- and will defend -- its corporate freedom. That independence is its historic foundation. It fosters the innovation and initiative that has made the company great, and will continue to provide inspiration and energy to all parts of its network in the future.

THE INDIVIDUALthe Company knows know that in the end the commitment and contribution of all its employees will determine its success. Corning believes in the fundamental dignity of the individual. Its network consists of a rich mixture of people of diverse nationality, race, gender, and opinion, and this diversity will continue to be a source of its strength. They value the unique ability of each individual to contribute, and intend that every employee shall have the opportunity to participate fully, to grow professionally, and to develop to his or her highest potential.

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ABOUT CORNINGCorning’s history is filled with breakthrough technologies that have played an important role in the way the world works, day-in and day-out.

Drawing on more than 150 years of invention, Corning has positioned itself as the world leader in specialty glass and ceramics, creating and manufacturing keystone components that enable high-technology systems.

We have always thrived on solving difficult, commercially relevant problems through the use of our tried and true “innovation recipe,” which provides a Corning framework for turning ideas into life-changing realities.

Corning’s culture is one that encourages its people to take chances on technology when we believe an innovative solution can be brought to commercialization. This process is achieved by managing risk, carefully balancing R&D investments, and expanding business opportunities in a wide variety of markets.

Corning’s research, development, and engineering investments support growth in existing businesses while looking for opportunities to create entirely new innovations.

Today, Corning is a global leader in five vital market segments:

Display Technologies – glass substrates for LCD flat panel televisions, computer monitors, laptops, and other consumer electronics

Environmental Technologies – ceramic substrates and filters for mobile emission control systems

Telecommunications – optical fiber, cable, and hardware and equipment for telephone and Internet communication networks

Life Sciences – optical biosensors for drug discovery

Specialty Materials – advanced optics and specialty glass solutions for a number of industries

We continue to rely on our deep understanding of both materials science and technologically advanced systems to collaborate with industry leaders to address the critical market needs of today and tomorrow.

And, with new technologies on the horizon, Corning continues to create keystone components to enable high-technology systems.

Through the company’s dedication to its Values, the scientific expertise of research and development professionals, the experience of seasoned commercial teams, and our quality-driven manufacturing groups, Corning continues to make possibilities real.

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PRODUCTS AND SERVICES

DISPLAY TECHNOLOGIESWith nearly half a century of major glass innovations, Corning sets the standard in thin-film transistor liquid crystal display (TFT-LCD) glass and other advanced display products – all backed by expert technical understanding and support. We combine high-technology glass with high-value customer collaboration, which allows us to provide a reliable supply across our global network. We have facilities in Taiwan, Japan, China, the United States, and Korea as Samsung Corning Precision Glass Co. Ltd. (SCP), Corning’s 50-percent-owned equity venture with Samsung.

Yet the advantages we bring to customers extend well beyond the product itself – there is always more behind the glass.

ENVIRONMENTAL TECHNOLOGIES Corning Incorporated is a leader in clean-air technologies.  Our ceramic substrates and diesel particulate filters form the core of world-class pollution control systems for stationary and mobile applications, including light-duty gasoline and diesel passenger cars and trucks, and heavy-duty diesel, on-road, non-road, and retrofit  vehicles.  Corning substrates and filters deliver consistent, reliable, and durable performance under demanding conditions. Our worldwide network of service, engineering, and manufacturing facilities provide quality products, market understanding, and reliable supply to our global customers.  Our materials and process expertise have made us key contributors to the campaign for cleaner air for more than thirty years.

TELECOMMUNICATIONS To keep pace with the world’s insatiable demand for bandwidth, Corning’s ground-breaking telecommunications innovations provide customers with high-quality solutions that bring infinite bandwidth capabilities right to your doorstep.

Optical Fiber & Cable Hardware & Equipment

 Optical Fiber Corning Cable Systems

 Corning Cable Systems Gilbert Home

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LIFE SCIENCES In the race to bring new drugs to market, researchers rely on innovative tools that compress costs and timelines. Corning's leading-edge scientific laboratory products improve productivity, enabling the development of breakthrough pharmaceutical discoveries.

SPECIALTY MATERIALS From creating glass windows for space shuttles to developing optical components for high-tech industries, Corning’s specialty materials capabilities provide optical solutions and more than 150 material formulations to meet unique customer needs.

OTHER PRODUCTS & SERVICESCorning continually relies on its expertise in specialty glass and ceramics. We excel in providing high-performance products, materials and process capabilities to our targeted customers across a variety of industries.

CORPORATE CITIZENSHIP

At Corning Incorporated, corporate social responsibility is a proactive commitment to preserving the trust of our stakeholders. The commitment contributes to sustainable economic and environmental development through all our business activities – how we operate, what we sell, how we give, and how we support our people, the communities in which we operate, and society at large.Corporate social responsibility is intrinsic to Corning’s heritage and it is integral to how we build value and trust in our company. It is also a demonstration of how we live our Values which represent the unchanging moral and ethical compass that guides everything we do. Our collective belief in these Values – and in the behavior that goes along with them – continues to guide all of our decisions as a company. As a result, our employees, shareholders, suppliers, and customers can take pride in associating with Corning.Our commitment to corporate citizenship has been part of the very essence of our company for more than 150 years; it will sustain our success today, tomorrow, and far into the future.

COMMERCIAL RELATIONSHIPS

As a global corporation with manufacturing facilities around the world, Corning is reliant upon a vast network of suppliers. We value these relationships as they are critical to our success. In keeping with our Values and our Corporate Citizenship responsibilities, we invest considerable energy into selecting suppliers who meet our standards and require that they adhere to our Supplier Code of Conduct. In this way, Corning ensures that every aspect of our operations is conducted with respect for the laws, customs and cultures of the regions we serve.

To protect your interest and to prevent misunderstandings, Corning Procurement & Transportation is the only organization authorized to commit Corning Incorporated to a purchasing agreement. Our purchase order is your assurance that Corning Incorporated stands behind the purchase and that your invoice will be paid in accordance with the agreed upon terms.

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EPD's ORGANIZATION

In June 1968 EPD employed 1200 people, 250 of whom were salaried managerial and professional employees. It had three plants and four sales districts and, with the exception of some R&D support from Corning’s Technical Staffs Division, was a self contained multifunctional organization. Reporting to Don Rogers, Director of Technical Staffs Division was a controller, manufacturing manager, a marketing manager, a sales manager, and a product development manager.

EPD AND THE CORPORATION

Don Rogers reported to the president of Corning. He was responsible for managing all aspects of the division’s operations, and for achieving profitability and growth goals. These goals were established at the end of each year (September-October) for the following year through a process of negotiation. The division would generate its sales budget through a bottoms-up process in the Sales Department, using price guidelines from Marketing. The plants would then generate their gross margin budget based on their estimate of plant sales and costs. These would be consolidated at the top of the division and submitted to corporate staff. After forecasting corporate sales and profits, the corporate staff would invariably ask the division to modify its sales and profit plans. If corporate sales were forecast to be lower than desired, the division might be asked to increase its sales goals. The same procedure was followed for profits. This process often caused great consternation at the division level as budget proposals, which took a lot of time and energy to generate, had to be modified to meet corporate needs.

EPD, along with the other divisions, was expected to grow at an average rate of 10% a year, the corporation’s historical average growth rate. Profits were expected to approach the levels the corporation had come to expect of its more traditional OEM businesses. These typically were higher than the prevailing profitability levels among electronic component manufacturers. The ability of EPD to attain these objectives was a subject of much discussion and controversy in the division. A number of key people wondered whether both growth and profit objectives could be met. Volume could always be increased by taking low-price business, but this reduced profitability. Most people within EPD looked to new products as a major source of both new volume and profits.

25 FACTS ABOUT CORNING

Learn about the remarkable glass purity enabled by Corning’s fusion draw process; our critical role in the U.S. space exploration program; how the company is aiding poverty-stricken regions of the world; and more!

Amory Houghton, Jr.

Amory Houghton, Jr., who served as Corning’s Chairman and CEO from 1964 to 1983, went on to serve nine terms in the U.S. House of Representatives, where he earned a reputation as a moderate and bridge-builder between political parties.

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Catalytic Converters

Corning’s ceramic substrates form the heart of catalytic converters, helping reduce exhaust emissions from diesel- and gasoline-powered engines by more than 95%. Corning’s innovative honeycomb design enables a catalyzed substrate the size of a soda can to provide an effective surface area the size of a soccer field.

Glass Christmas Ornaments

When the United States could no longer import Christmas ornaments from Germany during World War II, Corning converted one of its light bulb manufacturing “ribbon machines” to the full-time production of glass ornaments, churning out 300,000 ornaments a day.

Corning Museum of Glass

Corning Incorporated is the largest contributor to the world-renown Corning Museum of Glass, and also houses a collection of contemporary glass sculptures at its Corning, N.Y. headquarters.

Corning ®   Clear curve ®  

Corning’s Clear Curve optical fiber, which can be handled like copper, is up to 100 times more bendable than standard fiber — so bendable, it can be wound around a pen with minimal signal loss.

Corning Plastics

Although primarily known as the world’s leading maker of specialty glass and ceramics, Corning also manufactures several thousand plastic products — ranging from fiber-cable connectors to highly sophisticated cell-culture micro plates.

Eagle Xg ® Glass Substrates

If all LCDs between 2009 and 2012 were made with Corning’s environmentally friendly EAGLE XG glass substrates instead of conventional LCD glass, display makers would avoid using 19,000 metric tons of heavy metals — enough hazardous material to fill more than 3,000 dump trucks.

Earliest R&D

Corning is home to one of the United States’ earliest R&D facilities. Corning established its science and technology laboratory in 1908, when only a handful of companies were engaged in formal research and development.

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Corning, N.Y. Flood

A devastating flood in 1972 submerged some areas of Corning, New York under 18 feet of water and prompted speculation that the Corning Glass Works might need to relocate its headquarters. Instead, the company stayed put and led the community through recovery and restoration, preserving many of the historic buildings that form its thriving Market Street business center today.

Fusion-draw Process

Corning’s proprietary fusion-draw process produces high-tech glass substrates so pristine; a reject able particle is comparable to a single mustard seed on a football field.

Gorilla ®   Glass

When Corning first developed break-resistant glass in 1962, the company had trouble finding an application for it!  Today, Corning’s chemically-strengthened Gorilla glass — based on that earlier invention — provides impact and scratch resistance for high-end consumer electronic devices and IT applications.

High-Purity Fused Silica

Corning’s willingness to let organic chemist Frank Hyde “tinker” in the labs led to his 1932 discovery of high-purity fused silica — the foundation for numerous Corning innovations from telescope mirrors to optical fiber. Today, Corning is one of the few corporate R&D facilities that continue to engage in exploratory research.

LCD Glass Substrates

Corning makes the world’s largest LCD glass substrates, while maintaining the exceptional thinness required for sophisticated display devices. Each sheet of Corning’s Generation 10 glass measures nearly 100 square feet (approximately the size of a king-sized bed sheet) and only 0.7 mm thick.

Corning Loan Program

Corning’s microfinance loan program has helped hundreds of villagers in remote and impoverished locations in central China establish thriving agricultural businesses, including raising pigs and growing tea and grapes.

Low-Loss Optical Fiber

Corning’s invention of the world’s first low-loss optical fiber in 1970 was partly the result of the company’s “contrarian” approach to innovation. Scientists Robert Maurer, Peter Schultz, and Donald Keck rejected the conventional optical glasses being used by other researchers to focus

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on the possibilities of high-purity fused silica.

Missile Nose Cones

The specialty glass-ceramics material that Corning developed in 1957 and marketed to consumers as Corning Ware® was so durable and heat resistant that it was also used by the U.S. military to make missile nose cones.

N ASA

Corning “does windows,” but not the kind you’ll find in your home — unless you live in space, that is. Corning supplied the windows for some of the United States’ earliest spacecraft — including the Friendship 7 flown by John Glenn for the first U.S. manned orbital flight — and continues to supply NASA with specially engineered windows designed to withstand the rigors of space conditions.

National Medal of Technology

Corning is a four-time National Medal of Technology winner for the invention of glass-ceramics, photosensitive glass, and photo chromic glass (1986); the invention of low-loss optical fiber (2000); the development of high-performance cellular ceramic substrates that enabled the catalytic converter (2005); and general contributions to industry and society through life-changing and life-enhancing inventions (1994).

Corning On the NYSE

Corning’s NYSE ticker symbol GLW comes from “Corning Glass Works,” the name of the company from 1875 to 1989.

Patent Leader

Corning is consistently ranked as one of the world's "most innovative industrial material companies" by the Patent Board. In 2009, Corning continued to lead its global peers in patents for industrial materials.

PYREX ® and Corning Ware ®

Corning helped bring high technology into American kitchens with the introductions of PYREX in 1915 and Corning Ware in 1959, but sold its consumer products division in 1997 to focus on high-technology applications.

Railroad Lanterns

Among Corning’s first products were ruby-colored glass railroad lanterns that could withstand intense heat inside and extreme cold outside — cutting-edge technology for the mid-1800s.

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Corning Recycling

Corning helps its hometown community responsibly recycle electronic goods. An annual recycling event organized by the company and Steuben County has helped divert more than 400,000 pounds of old computers, televisions, and other appliances away from landfills over the past five years.

Thomas Edison

Corning helped a young inventor named Thomas Edison make his electric light a commercial success by producing the first glass light bulbs in 1879. Corning later invented the “ribbon machine” in 1926, which enabled the mass production of light bulbs and continues to be used today for their production.

Corporate Values

A clear set of Corporate Values guides everything Corning does: Quality, Integrity, Performance, Leadership, Innovation, Independence, and The Individual.

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PROBLEMS1. Joe Bennett, head of corning until 1968, was authoritarian, thus turning the

environment into a political and manipulative one. After he died, Don Roger (director in Corning’s Technical Staffs Division) became Vice president. He lacked line experience and was not tough enough. He did not demonstrate risk taking.

2. Rogers made many changes which many of the employees did not like: Moved the headquarters from Raleigh to Corning. The division was geographically decentralized. In 1968 Product Development was

moved under Ted Moss who was in Corning, and Market Development groups were brought back to Corning, NY.

He replaced all of his key managers, except Ted Moss. Market Planning Function had been eliminated as a part of cost cutting efforts. Manufacturing manager geld Plant Manager responsible for meeting specific

goals for delivery commitments and shortening delivery lead times. In addition, an Information System was established by the sales service function in order to improve sales.

3. Severe Conflict and lack of confidence between functional groups:

Feeling of mutual mistrust between Sales and Marketing. Manufacturing was critical of the marketing function. They felt that Marketing

had failed its responsibility to provide direction to the division for profitable growth.

Ben Smith, the manufacturing manager said, “No one has confidence in Marketing people.”

Manufacturing was also unhappy with Product Development, which they felt had not always given them that would run well on their product lines.

Marketing people were also critical of Product Development and its responsiveness to division’s needs.

Most people in Marketing did not believe that Sales’ competence was high. Sales’ people did not believe that the information that Marketing gave them was the best.

Major conflict arose in budget setting sessions, partly because Sales based its forecasts on customer canvassing while marketing used analytical tools to develop its projection.

At lower levels of the organization, relationships between Sales and Marketing were even worse. There were shouting matches over the telephone.

Product Development believed that marketing did not provide enough detailed product specification for new products. They also had problems with the Technical Staffs Divisions and Sales Group.

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4. At meetings, all the required staff would never be present. People needed, would be called again and again interrupting the meeting.

5. Morale of employees was a more acute problem and there was a need for communication, coordination and proper balance.

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SLOUTIONS AND RECOMMENDATIONS1. To deal with the problem of conflict between the various divisions, Corning can

implement the Conflict Management Techniques. These include:

Problem Solving: a face to face meeting of the heads and managers of the divisions can be held to sort out the problems and issues in front of everyone.

Compromise: Each division should give up on something of value to them, thus leaving all satisfactory.

Authoritative Command: Don Rogers should use its formal authority to resolve the conflict and then communicate his desires and the company’s desires to the divisions.

Alter the structural variables: Carry out job redesign, transfers and creation of coordinating positions.

Super-ordinate goals: Create a sharing goal that cannot be attained without the cooperation of all the divisions.

2. Corning can also try resolving conflict through Negotiation. It can either get the departments in a win/lose situation (Distributive Bargaining) or a win/win situation (Integrative Bargaining).

3. They can involve third parties to negotiate. It can either be a mediator, an arbitrator, a conciliator or a consultant.

A mediator would facilitate a negotiated solution through reasoning, persuasion and suggestions for alternatives.

An arbitrator would have the authority to dictate and agreement. A conciliator would provide and informal link between the negotiator and the

opponent. A consultant would facilitate creative problem solving through communication

and analysis.

4. A good management training program will teach the manager techniques to aid him or her in becoming a facilitating manager. The manager incorporating this style encourages employees to come forward with issues and suggestions, listens carefully, does not leave employees hanging, keeps employees up to date about what is going on in the business, encourages creativity, is consistent in the administration of rules and policies, and does not make employees feel that they will be penalized for mistakes.

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5. Open communication is also essential if relationship conflicts are to be reduced and quickly resolved. Open communication can be established by the following:

Establish ground rules. Listen compassionately Maintain a neutral vantage point and be willing to be persuaded. Create a goal of discovery rather than of winning or persuading. Be alert to common goals and where goals overlap as each party is

communicating their perspective. Help team members to separate the problem from the person. Use techniques such as role-playing, putting oneself in the competitor’s shoes, or

conducting war games. Such techniques create fresh perspectives and engage team members.

6. The span of control under Rogers can be expanded, because narrow spans have three drawbacks:

They’re expensive because they add levels to the organization They make vertical communication in the organization more complex. Narrow spans encourage overly tight supervision and discourage employee

autonomy.

7. Implement change management by managers. Change management is a difficult and demanding process to pursue within an organizational context, not least because employees often find it difficult coping with change.

Encourage employee Participation Clear Communication Timetable for Change Recruit Expertise in Change Management Don't change too many things at once

8. They can also use John Kotter’s eight step model for Implementing Change:

Step One: Create Urgencyo For change to happen, it helps if the whole company really wants it. Develop a

sense of urgency around the need for change. This may help you spark the initial motivation to get things moving.

Step Two: Form a Powerful Coalitiono Convince people that change is necessary. This often takes strong leadership

and visible support from key people within your organization. Managing change isn't enough - you have to lead it.

Step Three: Create a Vision for Changeo When you first start thinking about change, there will probably be many great

ideas and solutions floating around. Link these concepts to an overall vision that people can grasp easily and remember. A clear vision can help everyone understand why you're asking them to do something. When people see for

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themselves what you're trying to achieve, then the directives they're given tend to make more sense.

Step Four: Communicate the Visiono What you do with your vision after you create it will determine your success.

Your message will probably have strong competition from other day-to-day communications within the company, so you need to communicate it frequently and powerfully, and embed it within everything that you do.

Step Five: Remove Obstacleso If you follow these steps and reach this point in the change process, you've

been talking about your vision and building buy-in from all levels of the organization. Hopefully, your staff wants to get busy and achieve the benefits that you've been promoting.

Step Six: Create Short-term Winso Nothing motivates more than success. Give your company a taste of victory

early in the change process. Within a short time frame (this could be a month or a year, depending on the type of change); you'll want to have results that your staff can see. Without this, critics and negative thinkers might hurt your progress.

Step Seven: Build on the Changeo Kotter argues that many change projects fail because victory is declared too

early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change.

Step Eight: Anchor the Changes in Corporate Cultureo Finally, to make any change stick, it should become part of the core of your

organization. Your corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.

9. To manage change in the organization, mangers can also implement Organization Development. It is used to encompass a collection of planned change interventions built on humanistic-democratic values that seek to improve organizational effectiveness and employee well being. The values of OD efforts that can be used to implement change are:

Respect for People: employees should be treated with dignity and respect Trust and support: Trust, authenticity, openness and a supportive climate should

be made a part of the organization to make it healthy. Power equalization: there should be equal authority and control. Confirmation: Problems and issues should be openly dealt with. Participation: Involve people affected by change in the decisions surrounding

that change. They will then be more committed to implement those decisions.

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REFERENCES

o Organizational behavior 13th edition by Stephen p Robbins and Timothy A. Judge.

o Corning Glass Works – The Electronic Products Division (A), case study HBR issue.

o Wikipedia: http://en.wikipedia.org/wiki/Corning_Incorporated

o Corning Incorporated Website: http://www.corning.com/index.aspx

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