...employee and job (Job redesign: meaning, process, and its advantages,. (2013). Understanding the current process is necessary before the redesign can begin. Different approaches determine how the process is presented later. Who will conduct the observation and explain the scope of the process to be observed will need to be at the forefront of this step ("Redesign Planning Steps",. 2005). • Analyze job related information: once the collection and revision of the job content is complete there must be someone to analyze the discrepancies. This is done to determine issues that hinder performance of tasks and duties are related to the job. This is also used to investigate why employees are not able to deliver the expected output if that be the case (Job redesign: meaning, process, and its advantages,. (2013). Process flow mapping will be used to identify waste, bottlenecks, redundancies, points of dissatisfaction, and inefficient use of workforce skills ("Redesign Planning Steps",. 2005)....
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...Change and Culture Case Study II: Job Redesign Duane S. Goggins-Week#5 Assignment HCS/514 January 9, 2012 Sara Brown Change and Culture Case Study II: Job Redesign To adjust to greater competition and pressures of obtaining increased organizational efficiency and cost containment, many organizations have begun to examine strategies related to restructuring and downsizing to maintain organizational viability. These processes have included mergers and acquisitions, and redefining occupational roles of workers within the organization. Consequently, successful management of the structural change process can be daunting and overwhelming if not handled in an organized and thoughtful process. Those who are responsible for the process must recognize the barrier that may be hindrances to conception and implementation of the change process These barriers include: (a) lack of concise and coordinated planning/goals, (b) resistance to change within the organizational workforce, (c) failure to consistently evaluate the progress of the proposed change within context of the entire system, and adjust methodology as necessary. Thus, in order to achieve a balance between achieving organizational goals and addressing the uncertainty that may occur in the workforce, organizational leaders are tasked with the responsibilities of finding creative means to facilitate the mandated objectives while at the same time finding vehicles to maintain adequate levels of employee satisfaction and productivity...
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...CASE STUDY ANALYSIS OF P&G: SK-II GLOBALIZATION PROJECT FOR: Professor Howard Kupferman Written by: Andres Torres Procter and Gamble Case Study Analysis Actors: 1. Alan Lafley: Head of P&G Beauty Care GBU 2. Paolo de Cesare: President of Max Factor Japan 3. Durk Jager: P&G CEO 4. GLT: Global Leadership Team (made up of business GM’s of crucial MDO’s, people from R&D, consumer research, product supply, HR, and finance). Chaired by Lafley. INTRO: In this case study we are introduced to P&G as an organization and their changes in structure overtime. More specifically, after the acquisition of Max Factor Japan and success in its SK-II line, questions are raised about whether global expansion is feasible and profitable as a franchise. De Cesare ran this skin-care line in Japan, but he reported directly to Lafley. This is crucial because global expansion would require Lafley’s approval in budgeting and organizational support. P&G recently went through major organizational changes over a period of six years known as O2005. This created huge questions in the strategy that would be put together in the case of a global expansion for SK-II. Within the U.S. Procter & Gamble originally followed an organizational structure consisting of seven different divisions that were furthermore shattered into 26 distinct categories. Each category had its own R&D, supply management and marketing. In addition, the international organization...
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...Case Study: Grayson Chemical Company Presented by: Allan Bermudez Marlon Abito Zarny Zaragoza CASE STUDY: Grayson Chemical Co. Executive Summary: Grayson Chemical Co, a 40-year old company manufactures industrial chemicals sold to other industrial companies. It has been run by a stable management in which there had only been two presidents. However, within the past few years, the company is suffering from declining earnings and sales. This has brought pressure from the board of directors, investment bankers, and stockholder groups to name a new president. The company had become stagnant – (although at Grayson, they refer to this as conservative) and had steadily lost market standing and profitability. Finally, the board decided to hire a new CEO and was able to hire a dynamic manager from another major corporation. CASE STUDY: Grayson Chemical Co. Tom Baker, 47 and an MBA, has helped his former company into a leadership position. He has chosen to join Grayson after another executive was chosen for the top job in his former company. Baker knows what he needs to do and that is to develop a topnotch management team that could provide leadership to turn the company around. Unfortunately, the situation at Grayson is not very favorable. Decisions are made by the book or taken to the next higher level. Things were done because “they have always been done this way,” and incompetent managers were often promoted to higher level jobs. Baker met with three members of the board...
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...TABLE OF CONTENTS 1. Introduction 1 i. Company Profile & Main Issues 1 ii. Marissa Mayer 2 2. Political and Cultural Context in Yahoo – How it Contributed to the Lack of Growth and Direction 3 3. How could Yahoo Turn Around their Business? 4 3.A. Cultural-Excellence Approach 4 i. A Bias for Action 4 ii. Closeness To the Customer 4 iii. Autonomy and Entrepreneurship 5 iv. Productivity Through People 5 v. Hands-on Management 5 vi. Stick to the Knitting 5 vii. Simple Form, Lean Staff 5 viii. Simultaneous Loose-tight Organisation 5 3.B. Organizational Learning 6 4. Recommended HR and Leadership Practices 7 4.A. Human Resource Practices 7 i. Fair Evaluation System of Employees 7 ii. Open House Discussions and Feedback Mechanism 7 iii. 360 degree Performance Management Feedback System 8 iv. Attract, Recruit and Retain the Right People 8 4.B. Leadership Practices 9 i. Participative Leadership Style 9 ii. Transactional Leadership Style 10 iii. Transformational Leadership Style 10 5. Potential Sources of Resistance Among Yahoo Employees 11 6. Conclusion 11 7. References 12 1. Introduction i. Company Profile & Main Issues For nearly ten years, Yahoo has delivered Web services to millions of people daily, and in the process made billions of dollars. As the history off Yahoo unfolded and experienced a phenomenal climb to success, Yahoo creators...
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...Master of Business Administration (MBA) LONDON METROPOLITAN UNIVERSITY at ESOFT Metro Campus, Sri Lanka Academic Year 2014-15 MN7127ES: Change Management and Consultancy Assessment 1: Individual Report Strategic Change Case Study: GreenHealth-Cranberry1 Merger ABSTARCT This report contains the analysis of the case study of merger process of two UK based parasitical companies, GreenHealth and Cranberry. This report discuss deep inside analysis of two companies during the pre-merger stage and post-merger stage. Balogun and Hope Hailey’s Change Kaleidoscope model, Jonson’s Cultural Web Model and Kotter’s Change Steps has consider for this analysis. Contents 1.0 Introduction: 4 2.0 Case Study Analysis 5 2.1 strategic change context in January 2012, at the start of the merger process 5 2.2 compare and contrast the culture of GreenHealth and Cranberry before the merger (2011) with the new GreenHealth-Cranberry after the merger 8 (2013). 2.3 Critical evaluation of the change process that took place during 2012-13 11 3.0 Conclusion 14 4.0 Reference 15 1. Introduction GreenHealth is a UK based manufacture of vitamins, minerals and herbal supplements based on Reading, England. Company established in 1902 family owned company and currently employs 930 staff. Total revenue in 2011 is £237 million. GreenHealth’s products sold through high street retailers such as Holland and Barrett, and...
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...situations with their own set of personal characteristics (McAdams, D. P., 2006); however different aspects of influence determine how an individual may modify their behaviors to react in a given situation. Let us explore two examples of socially influenced behaviors to understand the affects they may have on an individual. The blind obedience to authority study conducted by Stanley Milgram is an example of how social influence can actually change the way an individual will behave regardless of personal belief in the presence of an authority figure in a hierarchical situation (Kowalski & Westen, 2011). The Milgram experiment measured obedience to an authority figure through electric shocks, which are given by study participants to another person upon directives given from whom the participants thought of as an authority figure. Milgram’s study showed how far people would go to obey orders from an authority figure. Obedience is the act of carrying out commands in compliance to authority (Kowalski & Westen, 2011). Information gathered from the web site for the United States Holocaust Memorial Museum (2011), tells us that in World War II, Jewish slave laborers are recruited by Nazi’s, to help enforce Nazi laws in the Warsaw ghetto, and complete jobs unfitting for Nazi military, such as clearing the bodies of murdered Jews. Rather than an uprising, Jewish people selected were obedient and complied to avoid Nazi...
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...(McAdams, D. P., 2006); however different aspects of influence determine how an individual may modify their behaviors to react in a given situation. Let us explore two examples of socially influenced behaviors to better understand the affects they may have on an individual. Obedience The blind obedience to authority study conducted by Stanley Milgram is an example of how social influence can actually change the way an individual will behave regardless of personal belief in the presence of an authority figure in a hierarchical situation (Kowalski & Westen, 2009). The Milgram experiment measured obedience to an authority figure through electric shocks which were given by study participants to another person upon directives given from whom the participants thought of as an authority figure (Kowalski & Westen, 2009). Milgram’s study showed how far people would go to obey orders from an authority figure. Description Obedience is the act of carrying out commands in compliance to authority (Kowalski & Westen, 2009). Information gathered from the Web site for the United States Holocaust Memorial Museum (2011) tells us that in World War II, Jewish slave laborers were recruited by Nazi’s...
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...EMBA Class 2012-2013 MGMT 907 - Managing Human Resources Course Notes II Mithat KOC 020120255 mithat.koc@gmail.com Integrating the Organization 1. Culture and the Informal/Voluntary Network 2. Formal Teams 3. Integrators 4. Matrix Design 5. Cells and Networks 2d -Assess Internal Fit : Systems Which systems optimize the employee performance -To keep the employee in the loop... Recruitment Performance appraisal Rewards Additional sys (inform. Mang.) 2d -Assess Internal Fit : Culture Culture : values Climate : Practice Key Themes Dominant culture vs sub cultures Espoused versus real cultures Case Nestle , espresso is a completely different organization . ALTO CHEMICAL EUROPE (ACE): ORGANIZATIONAL CHANGE CASE STUDY Stabilizer market situation Shrinking , Drop off in consumption 600.000 tons x 1.000$ prices vary to month 30% over capacity competition KEY STRATEGIC ELEMENT Profitability $40 to $80 (4% to 8%) Price Leadership (set by HQs) Non-price sensitive acc. - wire/cable (2% contribution to cost = 4% of 2% for these customer) - small / medium Raise volume Tin (we have it) Give customer expertise Sales Management Reponse - Ideas (Dramatic change in behaviour) More work , new customer aquisition , convert to tin Accept loss of price authority Service oriented selling Incentives (not based on volume any more) What should Graaf do to pursuade the Sales Management ? Change reward system Explain the why ( face to face meeting) costs of old strategy / behaviours versus...
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...Change and Culture Case Study II Melinda Calhoun HCS/514 December 6, 2012 Kerubo Kinaro Change and Culture Case Study II Health care organizations merge to eliminate competition and gain power. Health care organizations that merge will have changes and the staff can be impacted. Six months after a health care organization merges with a competing organization, administration initiates a significant reduction in force and makes a decision to redesign patient delivery. The administration’s first job redesign recommendation was that of a universal worker, but the universal worker delivers different support services. The administration is aware that this support model has failed when implemented in other health care organizations, but the administration still wants to redesign patient care delivery. The manager that is in control of redesigning patient care delivery has a job to do. The manager will begin to process the redesign job and needs to consider all staff, not just the universal worker. Work processes and performance expectations must be considered once the job is done. Steps and structures will be put in place to make the health care organization a true learning health care organization. The manager in charge of the redesign job will encourage workers and managers to adapt and excel in spite of the changes. The intra-organizational and inter-organizational communications that must occur to implement the job design changes can be planned and...
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...Introduction: Technological change, growing competition, changes in society and culture, and changes in legislation and regulation create a complex and competitive environment for the companies in order to survive and grow. Foresight is about thinking, debating and shaping the future and thus these foresight activities play a crucial role in today’s decision making process within the organization which would influence the future survival, growth and success of the corporate.(Daheim, C & Uerz G. 2006) Corporate foresight has been defined as an ability that includes any structural or cultural element that enables the company to detect discontinuous change early, interpret the consequences for the company, and formulate effective responses to ensure the long-term survival and success of the company (Rene Rohrbeck, 2011) In particular, corporate foresight activities are an increasingly important tool to make better long-term decisions, support innovation activities, strategic planning by identifying the emerging technologies and trends which would create the future scenarios. In brief, corporate foresight can be expected to be a mechanism that enables companies to profit from fundamental change. Today, when we critically evaluate the success of the foresight activities planned and executed in the past we are generally answering the question to learn “ how accurate have been in fore sighting the change” rather than trying to understand if this foresight activity has added any value...
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...Case study Charles Martin in Uganda Contents I. Case Background 3 II. Statement of the Problem 4 III. Alternatives 5 IV. Recommended Solution 6 V. Answers to the case questions …..6-8 VI. Learnings 8 I. Case Background Hydro Generation (HG) is a U.S. based company that specializes in power plant. It has built power plants in 16 countries where they maintained an ownership in about half of them. The company has targeted a construction of large dam in Uganda Africa. HG put Charles Martin in this project to facilitate the preliminary construction and in case up to the construction phase to get an operating structure and facility start-up activities that includes obtaining licenses, installing telephones and utilities and securing the initial staff that would hire the full range of local personnel. But Vice president James Green pondered whether to continue employing Martin for the construction phase of the project. In particular, Green was concerned about Martin’s lifestyle, some of his business practices, and his participation in Ugandan tribal rituals. Green worried that Martin’s practices were counter to both HG’s corporate culture and methods of operating elsewhere, that some of his actions bordered on the unethical, and that some might be illegal under U.S. law. Characters in the case Lawrence Lovell * HG’s founder and CEO * A devout Christian and very influential in shaping the company’s management culture * Believed that...
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...Management CASE STUDIES 1. Lecture 2 Doing Business in Saudi Arabia Read the case Doing business in Saudi Arabia and answer the following questions . (a) Has religion been the main factor shaping Saudi culture, or are other factors at work here? What are those factors, and how important do you think they are? (b) Do you think that business practices in Saudi Arabia are likely to differ from business practices in Germany, and if so how? 2. Lecture 2 Matsushita’s and Japan’s Changing Culture Read the case “ Matsushita’s and Japan’s Changing Culture” and answer the following questions (a) What were the triggers of cultural change in Japan during the 1990s? How is cultural change starting to impact on traditional values in Japan? (b) How might Japan’s changing culture affect the way Japanese businesses operate in the future? What are the potential implications of such changes for the Japanese economy? (c) How did traditional Japanese culture benefit Matsushita during the 1950s-1980s? Did traditional values become more of a liability during the 1990s and early 2000s? How so? (d) What is Matsushita trying to achieve with human resource changes it has announced? What are the impediments to successfully implementing these changes? What are the implications for Matsushita if (a) the changes are made quickly or (b) it takes years or even decades to fully implement the changes? 3． Lecture 2 McDonald’s and Hindu Culture ． Read the case “McDonald’s and Hindu Culture and answer...
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...conceptual foundations and acquiring psychological skills through classroom teaching/learning consisting of reflective as well as creative engagement in exercises, projects and hands on experiences. The teaching-learning of the programme would be organized through lectures, group discussions, experiential exercises, group projects, presentations, workshops and seminars. Students would be encouraged to connect to real life issues and participate in the programs and practices in the different social context. To this end practicum is incorporated as an important component in most of the papers with hands on training in the use of various research methods such as: laboratory experiments, field experiments, observation, testing, survey, interview, case study. The programme has three components i.e. Discipline 1(DC1), Discipline 2 (DC2) and Application courses (AC). While in DC 1 practicum is a key component, AC follows a modular pattern where hands on training will be provided for developing psychological skills and their applications. Every semester, teaching will be spread over 16 weeks, including 2 weeks for review. Teaching of DC 1 and...
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...Case Study Discussion and Executive Summary June 27, 2011 MGT/216 Case Study Discussion and Executive Summary This paper explores “The Ford Pinto Case” managing of business ethics. Numerous factors suggest within this research that Ford Motor Company was negligent and violated its code of ethics. To understand how relationships are affected a closer look at Ford Motor Company missions and values will align Team B’s personal values with Ford Motor Company. In this paper the study to examine are the role of people, products, and profits in the decisions made regarding the Ford Pinto. Key factors surrounding the Ford Pinto Case The death of Lynn Marie Ulrich, Dana Ulrich and Lynn’s sister, and Judy Ann along with many others was what brought the controversy of the Ford Pinto’s faulty gas tank placement to a climax. After so many unnecessary deaths the release of the Ford Pinto was the responsibility of Ford’s CEO Henry Ford II and Ford’s new president Lee Iacocca. Iacocca reduced the average production of a car from three and a half years to a little over two years. Iacocca was aware that during crash testing the Pinto’s gas tank exploded upon collision but was desperate to expedite the vehicle’s release on his deadline. After the discovery of the Pinto’s faulty gas tank, Ford’s president decided it would be costly to make changes in the Pinto’s gas tank location and its size. The Ford Pinto cost $2000 and making changes would increase its price thus possibly...
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