...Agenda Introduction • Historical background of the company • Mobile communications market players Vision & Mission Organizational Culture • Main characteristics • Main factors affecting corporate culture • Culture levels • Culture levels Leadership Style & Management Profile Organizational Structure Change Management • Main forces • Categories and change intensity • Methodogy Agenda Organizational Image SOWT Analysis •Social Environment PEST Analysis •Task Environment Porter’s Five Forces Analysis •Internal Environment Value Chain Analysis Products & Services •Voice •Data •Smart Net Customer Profiles & Expectations •Consumer •Business Recommendations Prepared By Ahmed Farouk Mohamed Ahmed Abdel Aty Saadeya Nour Adham Adel Osama Abdel Razek Amr Ibrahim Historical background of the company Etisalat is a leading international telecom company operating in 18 countries around the world. Egypt is one of the countries where operation was launched in May 2007 as the first 3.5G operator. Etisalat’s entry to the Egyptian market ushered in a new era for the telecom industry. Etisalat Misr introduced for the first time to the market a host of 3.5G services, such as video calling, mobile TV, mobile broadband internet and data services. In a bolder step, 3.75G was introduced and assumed absolute market leadership in providing the fastest broadband internet in the market through USB modems and 3G mobile handsets. Etisalat’s entry brought to...
Words: 1537 - Pages: 7
...Diabetes Disease Management Organizational Change Plan Diabetes Disease Management Organizational Change Plan Diabetes is a chronic disease in the United States and is reaching epidemic proportions. Private health care organizations have incorporated disease management programs to assist insured members in managing diabetes care and treatment. In an effort to contain cost, disease management programs employ nurses, dieticians, and physicians to provide diabetic education, resources, and incentive programs as a collaborative effort to assist members with this chronic disease (Edwards, 1999). The United States Department of Health and Human Services estimates that 25.8 million individuals of all ages have been diagnosed with diabetes. This chronic disease is the seventh leading cause of death. Medical treatment for a diabetic is twice as high as it is for a non-diabetic patient. The United States Department of Health and Human Services estimated that in 2007 medical treatment for diabetics cost $174 billion dollars (Centers for Disease Control and Prevention [CDC], 2011). This paper will provide documentation of a declining disease management program and the development of a change within the organizational program. The goal of the change will provide patient, physician, nurse collaboration, diabetic education, and, assistance with self-management to close gaps in care (Amundson, O'Connor, Solberg, Asche, Woods, Parker, & Crain, 2009). Mercy Care Management is...
Words: 1705 - Pages: 7
...Wal Mart A Proposal on How Wal-Mart Can Reduce High Employee Turnover Tiffanie Jenkins GM 591 Wal-Mart Stores, Inc. branded as Wal-Mart since 2008 and Wal-Mart before then, is an American public multinational corporation that runs chains of large discount department stores and warehouse stores. The company is the world's 18th largest public corporation, according to the Forbes Global 2000 list, and the largest public corporation when ranked by revenue. It is also the biggest private employer in the world with over 2 million employees. The company was founded by Sam Walton in 1962, incorporated on October 31, 1969, and publicly traded on the New York Stock Exchange in 1972. It is headquartered in Bentonville, Arkansas. Wal-Mart is also the largest grocery retailer in the United States. In 2009, it generated 51% of its US$258 billion sales in the U.S. from grocery business. It also owns and operates the Sam's Club retail warehouses in North America. Wal-Mart has 8,500 stores in 15 countries, under 55 different names. The company operates under its own name in the United States, including the 50 states and Puerto Rico. Walton was extremely successful in running the store in Newport, far exceeding expectations. However, when the lease came up for renewal, Walton could neither come to agreement on the existing store's lease renewal nor find a new location in Newport. Instead, he opened a new Ben Franklin franchise in Bentonville, Arkansas, but called it "Walton's Five...
Words: 6103 - Pages: 25
...Concepts of Organizational Design Shelley Witt MMPBL/550 May 9, 2011 William Gillis Key Concepts of Organizational Design Organizational design is an important part of organizational theory. Organizational design changes with a company as its growth and goals are determined. Some important aspects that control organizational design are structure, strategy, and processes. Each individual organization needs to determine its own design based on its needs and mission. Every plan has its own advantages and disadvantages which are weighed carefully in making the corporate design decision. Importance of Organizational Design Choices In order for an organization to remain effective throughout changes and growth it must continuously evaluate the organizations design. “Organizational design involves difficult choices about how to control—that is, coordinate organizational tasks and motivate the people who perform them—to maximize an organization’s ability to create value” (Jones,2004, p. 4). Organizational design involves the process of aligning the organizational structure with its mission. Organizational design looks at the complex relationships between workflow, tasks, authority, and responsibility. Organizational design makes sure they all support the organizations objectives. Companies with good organizational design tend to have effective communication, increased productivity, and substantial innovation. Companies with poor organizational design...
Words: 1860 - Pages: 8
...Wal Mart A Proposal on How Wal-Mart Can Reduce High Employee Turnover Tiffanie Jenkins August 21, 2011 Wal-Mart Stores, Inc. branded as Wal-Mart since 2008 and Wal-Mart before then, is an American public multinational corporation that runs chains of large discount department stores and warehouse stores. The company is the world's 18th largest public corporation, according to the Forbes Global 2000 list, and the largest public corporation when ranked by revenue. It is also the biggest private employer in the world with over 2 million employees. The company was founded by Sam Walton in 1962, incorporated on October 31, 1969, and publicly traded on the New York Stock Exchange in 1972. It is headquartered in Bentonville, Arkansas. Wal-Mart is also the largest grocery retailer in the United States. In 2009, it generated 51% of its US$258 billion sales in the U.S. from grocery business. It also owns and operates the Sam's Club retail warehouses in North America. Wal-Mart has 8,500 stores in 15 countries, under 55 different names. The company operates under its own name in the United States, including the 50 states and Puerto Rico. Walton was extremely successful in running the store in Newport, far exceeding expectations. However, when the lease came up for renewal, Walton could neither come to agreement on the existing store's lease renewal nor find a new location in Newport. Instead, he opened a new Ben Franklin franchise in Bentonville, Arkansas, but called it "Walton's...
Words: 6104 - Pages: 25
...Chapter Twelve CORPORATE SINGLE INDUSTRY STRATEGY - This chapter is related to organizational control, structure and culture. Learning Objectives * Understand how organizational design requires the right combination of structure, control, and culture. * Discuss how effective organizational design enables company to increase product differentiation, reduce costs, & build competitive advantage. * Explain importance of flat hierarchy & factors determining centralization/decentralization * Explain advantages of functional structure & why/when necessary to move to more complex structure. * Differentiate between complex forms of structure used for specific business-level strategies. - What comes first strategy or structure? During the 60s and 70s the strategy should follow your structure. The debate continues. Look at it based on the industry characteristics and the type of organization you are in. In the 90s researches argued that your structure should follow your strategy. As the strategy is more comprehensive than the structure, then structure should follow the strategy. The business environment is independent and the company is the dependent. Then we should follow the business environment. When we do the strategy, we examine the macro business environment the micro business environment the competitors analysis and understand...
Words: 4577 - Pages: 19
...Challenges to Overcoming Organizational Problem in a Multinational Company Introduction: Organizations achieve their goals by creating, communicating and operating an organizational behavior system. These systems exist in every organization, but sometimes in varying forms. They have a greater chance of being successful, though, if they have been consciously created and regularly examined and updated to meet new and emerging conditions. The primary purposes of organizational behavior systems are to identify and then help manipulate the major human and organizational variables that affect the results organizations are trying to achieve. For some of these variables, managers can exert some control over them. The outcomes, or and results, are typically measured in various forms of three basic criteria: performance (e.g. quantity and quality of products and services; level of customer services), employee satisfaction (often exhibited through lower absenteeism, tardiness, or turnover), or Personal growth and development (the acquisition of lifelong knowledge and skills leading to continued employability. A number of critical changes and challenges faced by managers today. Let’s compare today’s work environment with that of ten years ago. Prepare a list of six to eight items, and include a rationale for your choices. There are numerous items that you might have identified from your own work experience and your knowledge of organizational issues. Let’s review...
Words: 3517 - Pages: 15
...cheese”, in Brand Equity, The Economic Times, 2nd March 2011, page 1). 1 10/14/2012 Open systems model Organization Input Conversion process Output Implications of Open systems model • • • • • • Measuring effectiveness Stakeholder and environment management Aligning members Defining boundary Achieving coordination Organizational change 2 10/14/2012 Organizational effectiveness External resource approach Secure resources Cost & quality of inputs Market share Stakeholder support Internal resources approach Innovation and responsiveness Decision time Innovativeness Employee motivation, coordination, conflict Time to market Technical approach Conversion efficiency Product quality & cost Customer service Delivery time Ethical decisions • Is it for the greater good? The utilitarian approach – If no – reject • If yes: Does it protect the rights of those affected by the decision? The moral rights approach – If no – reject • If yes: Does it distribute benefits and harm equitably? The justice approach – If no – reject – If yes – Accept this decision 3 10/14/2012 Problem of aligning members to organizational goals through adequate control mechanisms AGENCY THEORY Salient aspects • Applicable whenever there is a Principal-Agent relationship – Board structure & compensation – More generally – boss/subordinate • Core assumptions – Self-interest – Goal conflict –...
Words: 1927 - Pages: 8
...evolved from: • Increasing competitiveness of the market • Changes in technology • Requirement for better control of resources for multiproduct firms Wallace identified four major factors that cause the onset of organizational revolution: • Technology revolution (complexity and variety of products, new materials and processes and the effects of massive research) • Competition and profit squeeze (saturated markets, inflation of wage and material costs and production efficiency) • The high cost of marketing • Unpredictability of consumer demands (due to high income, wide range of choices available, and shifting taste) Grinnel & Apple five general indications that a new organizational form is necessary, not adequate for managing projects • Management is satisfied with technical skills, but projects are not meeting time, cost and other project requirements • High commitment to getting project work done, but great fluctuations in how well performance specifications are met • Highly talented specialists involved in the project feel exploited and misused • Particular technical groups or individuals constantly blame each other for failure to meet specifications or delivery dates • Projects are on time and to specifications, but groups and individuals aren’t satisfied with the achievement Management looks externally (to the environment) rather than internally for solution to problems. Organizational changes are composed of both human and nonhuman resources, then social...
Words: 1522 - Pages: 7
...Effective HR systems: The impact of organizational climate and organizational strategy on strategic behaviour Industrial and Organizational Psychology Bachelor Thesis Student: Ludwig Fritzsch 0095605 Docents: Prof. Dr. Karin Sanders Drs. Ivy Goedegebure University of Twente Enschede, 30th of July 2009 Preface Within my bachelor education in industrial and organizational psychology at the University of Twente, I conducted this research and immersed myself into relevant scientific literature to build a theoretic basis for my topic, the impact of organizational strategy and climate on strategic employee behaviours. This paper presents the final assignment of the bachelor degree in psychology and is solely written by the author. The introduction part consists mainly of a screening and elaboration on prior scholar’s work. Data from five companies were gathered collectively with other students. At this place my thanks go especially to the employees of the company Nedap N.V. for participating in my research. Nedap inspired my a lot. Furthermore my thanks go to my fellow students for their efforts to find companies to participate. Abstract This paper investigates which configurations of organizational climate and organisational strategy lead to strategic employee behaviour which is crucial for organizations to reach their goals. Based on literature research and empirical research in five companies in the technical sector in the area...
Words: 10942 - Pages: 44
...Organizational Theory and Readiness for Change Assignment II: Force Field Analysis Denisha Hightower Morgan State University SOWK 608.185 Professor Sandra Austin The Human Service agency that will be described in this paper will identify the organizational issue, pin point a solution, strategize how to implement the solution and lastly determine how to assess if there was a change in the issue. This paper will also provide an analysis chart on the organization’s Strengths, Weaknesses, Opportunities and Threats (SWOT) and an appendix of both the SWOT analysis and an Organizational chart will be provided. The agency that was selected to be analyzed is a public governmental agency which was established in 1975 to aide families and persons who experience financial hardships and need assistance in obtaining basic necessities such as food and shelter to become self-sufficient. The organization also administers federally funded programs to aid individuals in obtaining medical assistance, financial stability through Family Investment Services and Nutritional needs through a food funding program. The organization further delegates other state programs for homeless people, child and adult protection and investigation, as well as programs extended for women victims of domestic violence. The organization’s mission is to aid and pursue those who are struggling economically, provide preventative services and protect defenseless children and adults. The organization’s governance...
Words: 3730 - Pages: 15
...CHAPTER 12 Implementing Strategy in Companies That Compete in a Single Industry SYNOPSIS OF CHAPTER Chapter 12 examines how managers can best implement their strategies in single-industry firms in order to achieve a competitive advantage and superior performance. First, the main elements of strategy implementation—structure, control systems, and culture—are analyzed in detail, focusing on the way they work together to create an organizing framework. Then the chapter turns to the topic of using structure, control, and culture at the functional level to build distinctive competencies. After that, the chapter addresses the challenges of implementing the generic business strategies of cost leadership or differentiation in a single industry. The final section covers restructuring and reengineering, two strategies that single-business firms can use to improve corporate performance. The next chapter takes up where this one leaves off and examines strategy implementation across industries and across countries—that is, implementing corporate and global strategy in firms that compete in more than one industry. TEACHING OBJECTIVES 1. Introduce the main elements of strategy implementation—structure, control systems, and culture—and their relationships to each other. 2. Demonstrate how structure, control, and culture can build distinctive competencies at the functional level. 3. Describe the use of structure, control, and culture in implementing a single-business firm’s generic business...
Words: 7232 - Pages: 29
...Managing Information Systems Managing Information Systems – Ch. 3 Information Systems, Organizations, and Strategy Systems Organizations and Strategy 1 Learning Objectives • Features of organizations that managers must understand in order to build and use information systems successfully • Using Porter ’s competitive forces model to develop competitive Porter competitive forces model to develop competitive strategies using information systems • Leveraging the value chain and value web models to identify opportunities for strategic information system applications opportunities for strategic information system applications • The role of information systems in creating synergies, core competencies, and network-based strategies to achieve competitive advantage • The challenges posed by strategic information systems and management solutions 2 EBay Fine-Tunes Its Strategy • Problem: Losing market share to other online retailers, ultracompetitive and constantly changing marketplace • Solutions: Acquire other businesses and adjust its business Acquire other businesses and adjust its business model to maintain online dominance • Purchase of PayPal, deal with Buy.com allowed eBay to grow and diversify its business di it • Demonstrates IT’s role in the development of eBay’s organization as it expands and makes acquisitions • Illustrates the challenges of maintaining a competitive advantage in a fast-moving, constantly-changing marketplace 3 Organizations...
Words: 2208 - Pages: 9
...8/448/8 Prevention costs are investments made to keep nonconforming products from occurring and reaching the customer, including the following specific costs: • Quality planning costs, such as salaries of individuals associated with quality planning and problem-solving teams, the development of new procedures, new equipment design, and reliability studies • Process control costs, which include costs spent on analyzing production processes and implementing process control plans • Information systems costs expended to develop data requirements and measurements • Training and general management costs, including internal and external training programs, clerical staff expenses, and miscellaneous supplies Appraisal costs are those associated with efforts to ensure conformance to requirements, generally through measurement and analysis of data to detect nonconformances. Categories of appraisal costs include the following: • Test and inspection costs associated with incoming materials, work-in-process, and finished goods, including equipment costs and salaries • Instrument maintenance costs due to calibration and repair of measuring instruments • Process measurement and control costs, which involve the time spent by workers to gather and analyze quality measurements Internal failure costs are incurred as a result of unsatisfactory quality found before the delivery of a product to the customer; some examples include the following: • Scrap and rework costs, including material...
Words: 2870 - Pages: 12
...Organization of International Business Organizational architecture—(organization structure, control systems, incentives, processes, organizational culture and people) Organizational Structure • Organizational structure has three dimensions: 1. Vertical differentiation - determines where decision-making power is concentrated within a structure 2. Horizontal differentiation - the formal division of the organization into sub-units 3. The establishment of integrating mechanisms - the mechanisms for coordinating sub-units Vertical Differentiation: Centralization • Facilitates coordination of activities Eg. A firm has a component manufacturing operation in Taiwan and an assembly operation in Mexico • Ensure decisions consistent with organization’s objectives • Allows top-level managers to bring about organizational change • Avoids duplication of activities Eg. Many international firms centralize their R&D functions into one or two locations to ensure the R&D work are not duplicated. Decentralization • Takes advantage of local information, which may result in better and faster decisions • Can motivate employees • Relieves top management • Can increase control in self-contained subunits • It can be worthwhile to centralize some decisions and decentralize others, e.g., centralizing control over core competencies while decentralizing operating decisions Horizontal Differentiation: The Design Of Structure ...
Words: 1728 - Pages: 7
