...being surrounded by many residents and businesses. They currently have highly priced residential homes as well as Hayestown Elementary School within blocks from the plant.The city has grown in population and currently has 43,256 residents, of which 253 are employees of the company. Vanrex’s philosophies have changed over the years as they have faced challenges with increasing population around their plant facility. They have attempted to adapt to the changing conditions of Haystown as well as the regulations in the industry. Balancing between profits, efficiency, credibility in the city, and maintaining regulatory standards has been a challenging task for the company. Vanrex has been able to get to a profitable point in production since they first opened in 1906. They have also adjusted to regulatory demands and are currently in compliance with the standards of the industry. While maintaining regulatory standards appears to be an area that Vanrex can control, they continue to face public scrutiny from the citizens of Hayestown. They are unable to satisfy the needs of the community and have faced bad press. John Rubin, General Manager of Operations needs to handle the situation with the citizens and press of Hayestown in a tactical yet manageable way. The suggestions that I have for him are to hold a town hall meeting at the Hayestown Elementary School which will outline the plans he proposes to make at...
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...reduce my carbonated caloric intake, I will embarked on an effort to change some parts of my lifestyle. I will apply each of the core constructs Transtheoretical Model Stages of Change to my health behavior. In addition, I will describe the processes of change that enable each of the stages as well as the preferred intervention. Finally, I will discuss my overall confidence in my ability to change this behavior. As individuals progress through the Transtheoretical Model Stages of change, decisional balance shifts in crucial ways. In the Pre-contemplation stage, the pros in favor of behavior change are outweighed by the relative cons for change and in favor of maintaining the existing behavior. In the Contemplation stage, the pros and cons tend to carry equal weight, leaving the individual ambivalent toward change. If life’s scale is tipped, in favor for change, outweighing cons for maintaining an unhealthy lifestyle or behavior; the next...
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...was determined that rework, initiated through internal defects or by customers, formed a major cost item. Questions: 1. Based on the information provided in the case, the firm has to decide on questions such as: a. Customer pricing and b. Process improvement decisions 2. Was there need for incremental or radical change in its operations? 3. Considering the size of the operations and cost of rework, it needed to control costs n the features of a dental benefits program or of the administration of the program designed to reduce or eliminate certain charges to the plan. and quality control strategy. A simplified activity-based costing system was used to measure customer profitability. Colorscope found that many customers were unprofitable, and a few customers were responsible for most of the firm's profits. On further analysis, it was determined that rework, initiated through internal defects or by customers, formed a major cost item. The firm had to decide on questions such as customer pricing and process improvement decisions based on this information. Was there need for incremental or radical change in its operations? Considering the size of the operations and cost...
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...for this Communication Project as I feel it will help me to understand the importance of position changes, diet and using appropriate equipment. I downloaded a document from the internet website National Institute for Health and Clinical Excellence www.nice.org.uk/page.aspx?o=cg029publicinfo. A pressure sore is the name given to damage occurring on the skin as a result of pressure, friction or when layers of skin are slid over one another when moving up a bed, sliding or when transferring. The first sign of a pressure sore developing on the skin is usually discolouration which could worsen or lead to an open wound if not managed correctly. The main areas which are prone to pressure sores are the bony parts of the body, ie elbows, shoulders, bottom, hips, heels, ankles, back and back of the head. The people most at risk of pressure sores (although anyone can get one) are those who have difficulty changing positions by themselves, are incontinent, cannot feel pain, have had pressure sores before, elderly or very young, have a poor diet or elderly who are ill or who have had an injury. The best way to prevent pressure sores is to keep moving, this reduces the pressure placed on areas prone to pressure sores. Changing position as often as possible will relieve the pressure. Pressure sores can develop very quickly, sometimes within an hour if you are unable to move/change position. Pressures sores are very serious as they can damage the deeper layers of tissue under...
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...Company Case XEROX: adapting to the turbulent marketing environment Question 1 Micro environmental factors affecting XEROX: First, “the change” was one important factor affecting XEROX performance at late 1990’s. In this period Xerox failed to adapt itself to the rapidly changing marketing environment. Thus, customers stopped being dependant on the company’s leading products like “stand-alone copiers” to share their documents. The machines by which they could scan documents and customize them were what they needed and wanted. Second, “the competitors” such as IBM, etc. were another factor affecting the company. These companies used to provide more sophisticated document management solutions. And the company also had a very weak PR or customer relation management. Question 2 Macro environmental factors affecting XEROX: First, “the great recession” which depressed the company’s core printing and copying equipments and services severely. And it resulted in tumbling down the sales amount and stock price in the market once again. Second, “the globalization” was the another factor that it made the world become one global village and customers started travelling around the world more frequently. Thus customers found the size and weight of stand-alone copier so difficult to carry with them and also it did not make sense to purchase another copier in anywhere they go. Question 3 The answer of our group is YES Because, the company made the best strategy by focusing on the...
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...obligation. This loyalty is not blind, like the subordinates loyalty to the superior similarly the superior is required to reciprocate the showing of loyalty to the subordinate in some way of relevance to the subordinate. If the superior fails to reciprocate the favors then the superior will most definitely suffer lost of moral standing in the community and networks which they might be involved with. This ‘collective programming of the mind’ which distinguishes the Confucius’s from other cultures, has made Japan what it has become today. Japan is a successful country with many achievements, a proud country which can retain knowledge moving forward. Japan’s road to success experience some setbacks which required deep culture change to Confucian values. For if these changes were not made...
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...Why Organizational Change Candis Burton MGT/380 November 14, 2012 Tangelia Frazier Why Organizational Change When a business first enters into the market the organization develops goals and missions that they have set forth to achieve. However, during the lifetime of the company there are many internal and external factors that can affect the company from reaching their goals and achieving their set forth mission. Most organizations make changes daily in order to guarantee the services or products provided fit the needs of the customers. Dollar Tree is a company is well known for their prices. If the company decided to undergo a significant reorganization there would be changes the entire organization would have to adapt to. In the reorganization process there are stages in the transition curve that the organization has to follow. When managing change it's important to recognize that transition is an individual reaction. The role of managers is to help others through to new beginnings whilst maintaining the level of activity or service. Here are some points to bear in mind when assessing where people are on the transition curve. The first stage in the process is called the endings. Staff may acutely feel the loss of the familiarity and security they felt in the organization before this and other changes occurred. They are likely to be trying to reconcile or accept the fact that things will now be different from the way they have been. They will...
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...to a huge price and thus led to a centralized tracking system. * Lack of knowledge on using different types of technology and software. * The institutional custody business became technology concentrated with some of them outsourcing the entire backroom function to have an effective operations. * The Front and back offices performed administrative functions. So there were blame games between trust officers and operations people. 2. To ensure success of Access Plus project, Providian has to make many organizational changes: * Give computer lessons to front office and back office aiming to teach them to process data through computers. * Full project testing can be implemented and deadlines have to be extended. * Communication among all divisions of the company have to be enhanced and people who are going to be affected by the change have to be involved. * Adapt to market changes regularly and also change to a better client/customer oriented environment. * The client relationship managers, sales team, and portfolio managers would be decentralized to enable them to sell to their clients and the trust...
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...consistently experiencing pressures to change. With pressures both internally and externally, leaders must constantly reassess who, what, when, where, why and how they do business. In light of these obstacles, they strive for the highest possibility of success by taking risks and pushing limits that others may question as extreme. We are going to review the “Chipping Away at Intel Case Study” to examine the different changes CEO, Craig R. Barret implemented, which pressures Intel experienced and how he responded to these pressures. Initial Changes In Barret’s first three years as CEO of Intel, there were multiple changes he decided to execute regardless of the fact that Intel was a leading global technology company. He had pushed the company into new markets and went from making microchips to creating information and communication appliances and internet services. Intel’s extensions into so many markets caused them to withdraw from a number of them. Mahajan, Sharma and Buzzell (1993) stated that it is important for the individuals creating the competitive strategy to assess the competitive entry into the market. Barret’s changes did not stop here. During his first three years as CEO, Barret also reorganized many different units within Intel. He noticed products from different units within the organization were competing with one another. This led him to organize these units into working together and also organize other units into one. These types of changes can lead to a state of anxiety...
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...continually articulated and reinforced in the mission statement, policies and practices, and culture of the company. Basic assumptions are the taken for granted beliefs and thoughts, and represent the core of organizational culture. being involved in numerous groups makes the company as a whole grow faster and be better ready for the economy. 2. After losing billions of dollars, CEO Chambers changed Cisco from a top-down organization to one that encourages collaboration and teamwork at all levels. Chambers grouped executives into cross-functional teams by combining managers in sales with leaders in engineering hoping that this would lead to faster decision-making. The hierarchical element needed to change in order to right the wrongs and move forward as company. Accepting this change took three years, but as Cisco entered new lines of business, they were able to put together deals a lot more quickly, so the end result was that faster decision-making came out of the company restructuring. (Kreitner, Robert & Kinicki, Angelo, Organizational Behavior, 2010.) The company culture changed from a hierarchical one, where control is the driving force and the...
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...benefits an organization by ensuring the organization is able to adapt to the ever changing economy, industries and technology. To ensure an organization is able to meet these changes, the human resource department designs and develop programs that meet the needs. Career development helps an organization with the future human capital needs as well as creating and maintaining employee satisfaction. As employment needs become more complicated by technological and corporate changes, updated and continuous training has become a necessary function. Employee training requires a change in skills, knowledge, attitudes, and behavior of new employees who will allow an employee to perform effectively his or her job (DeCenzo & Robbins, 2007). Specific aspects of each position in the company will require specialized training no matter what skills each employee has before starting. Analyzing the training needs of an organization is determined by focusing on the organization’s goals, how to achieve these goals, what attributes and attitudes does an employee need to fulfill the job requirement, what deficiencies do employees have and the skills or knowledge they will need to overcome the deficiencies. A constantly changing work environment may require training with current employees to sustain productivity. Changes that occur from advancement in technology or a job redesign may also warrant training....
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... Then, in 1900, Nestle change approach to global expansion and begin purchasing local subsidiaries in foreign market. Nestle launch into American market when First World War. During World War, Nestle grep the opportunity to sell daily product and their demand increase. In Secondly War, Nestle feeling of isolation in Switzerland led to transfer of many executive offices offshore to the United State. The movement offshore is one of the alternatives by Nestle to increase efficiency and effectiveness of the company. Furthermore, Nestle make first diversified with L’Oreal and become biggest shareholder in that company. This is one of the alternatives to promote growth of the company. Then, Nestle made another merge with Alcon Laboratories In cooperation which is pharmaceutical and ophthalmic product. Now, Nestle have change their CEO to Brabeck- Leetmathe, he has replacing 10 new executive in the organization. Brabeck want to focus on developing the strength of the organization. Nestle choose to maintain their longevity of the organization rather than improve its short term operating profit. In point of view of technology, Nestle do not deny the important of IT as a tool that can be used within the organization, but they more focusing on how to reinforce and sustain strengths rather than changing them. Question 1) Did Nestle undergo either first-order and/or second order change according to the case? Answer, listing examples of types of change from the above story. ...
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...Vantage Swot: Strengths: * Creativity in using ink and paper and with the help of vision and imagination, producing what is most effective for their customers * Fulfilling what vantage promises (i.e. unique product solution and on time delivery) * Out of the box thinking, acceptability of change, and passion Weakness: * Inability to define their exact business model (currently working in many diverse products) * Creativity sometime leads to products that are not largely accepted in society (as mentioned by speaker of their mistakes) (risk of mistakes/flop ideas and products) * Imitation of ideas and final products by competitors Opportunities: * Can diversify easily into other related business i.e. marketing and design specific * Create strong brand and their recognition as packaging and design experts * Adapting change of new trends in packaging and design Threats: * Competitors offering same products with low prices * New entrants focusing and specializing in one product segment (can capture vantage’s market as well) * Availability of resources for producing final products SO strategy: Vantage can always use their potential for packaging and passion of their work for the changing trends in marketplace. For instance providing one-stop-shop solutions for their customers will be a great idea. Keeping a keen eye on what and how market and business are changing can help vantage to improve or even diversify in right direction...
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...roles. Seeing change as an opportunity and being receptive to new ideas. Adapting to new demands is essential for both personal and organisational survival, especially in the current HE environment. As Charles Darwin observed: “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change”. The key to embracing change is building resilience. Resilience is the ability to adapt successfully to unexpected changes and events and involves our behaviours, thoughts and actions. The starting point is accepting that change is an integral part of life and a constant in our professional lives. Being ‘change ready’ means more than just being on board with change. Change readiness is a combination of continuous learning, managing our thoughts and feelings, collaboration and risk-taking and having a ‘change before you have to’ continuous improvement philosophy. Often we deal with change from a place of survival, reaction or necessity because we are unprepared. But if you assume and accept that change is going to happen you will be better prepared for it, you will look for signs that it is about to happen and most importantly you won’t be derailed or overwhelmed when it does happen. Being prepared for change will help you to remain positive about moving forward despite being realistic about the difficulty of change. There is no doubt that experiencing change can be challenging, so how does one learn to embrace change? The key is in...
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...develop in the region in year 2000. The market economy brought about increased competition and thus requiring establishment to increase their efficiency in order to compete. This meant that change had to take place within the Roaring Dragon Hotel. The provincial government hired Hotel International (HI) to modernize the hotel ways of operation (Grainger, 2008). Problems HI team ignored the Guanxi practices that RDH has been maintaining for so long and which is also one of the main reason of their success. Consequently it resulted in loss of critical industrial contact. Rather than making a smooth transition, HI team changed the management into strict and demanding environment. Any employee who fails to meet the demand had to leave. Opportunities Involving employees in the change process enhances the chances of success. Employee involvement creates ownership of the process by employees, thus increasing support for the changes (Jones & Aguirre, 2004). Recommendations The establishment needs to prepare its employee for the change process in order to ensure the successful implementation of the changes. Promoting effective communication is among the approaches that the establishment can prepare it people for changes. The management needs to present a strong argument as to why the changes are necessary to the employees (Jones & Aguirre, 2004). Communicating the vision of the organization to the employee promotes...
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