...Culture and strategy Culture will inform and drive strategy. This can underpin success or cause difficulties. Newspapers are about news The top management team of a newspaper business had spent the morning in small groups analyzing the changes in the business environment they faced. They concluded that they faced many major challenges, including changing demographics, electronic media and the growth in free newspapers. Also over 70 per cent of their revenue was from the sale of advertising space rather than the newspaper itself. Indeed there seemed to be so many threats that one group decided that ‘the end of the world is nigh!’ In the afternoon they turned their attention to the future strategy of the organization. This quickly became a series of proposals about how they could improve the coverage of news and sport and the physical presentation of the newspaper itself. One of the younger members of the team suggested that they might consider a more fundamental question: ‘. . . whether we are really in the news business or if we are an advertising medium?’ He was met with astonished silence from his colleagues. So, in the morning, these managers were quite able to undertake a ‘rational’ analysis which raised questions about the traditional role of a newspaper. But, in the same afternoon, when it came to what they should do, the paradigm ‘newspapers are about news’ drove their thinking. IKEA In the mid-2000s the Swedish company IKEA was the leader in the European ‘flat-pack’...
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...DIRECTORATE STRATEGY TO CHANGE CULTURE SCHOOL PARTNERSHIPS FOUNDATION LEARNING TIER ADDITIONAL LEARNING SUPPORT Contents Page College Vision, Mission and Values 3 Existing Cultures 4 Overarching College Priorities 4 Bringing about culture change 5 The 5 step journey 6 Roles & Responsibilities 8 Communication & embedding the values 9 Benchmarking 9 Training & Development needs 9 Significant barriers and overcoming them 10 Priorities 11 College Vision, Mission and Values The Strategic Vision For The Merged College Is: “An inspirational organisation that delivers excellence” Mission Statement: “To provide high-quality education and training that is inclusive, and which matches and supports the needs of our diverse learners and the local and regional economy” Corporate Values: ▪ Place learners at the heart of everything we do ▪ Promote a progressive, inspirational and dynamic approach to teaching and learning which responds to learners ▪ Create an environment and ethos which encourages learning and skills development ▪ Promote and provide opportunities for successful participation in education for people from all backgrounds and abilities ▪ Strive for excellence in all aspects of college business ▪ Encourage staff to embrace challenging professional standards and raise...
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...effectively managing the 3 main organizational aspects: structures and systems, cultures and relationships, and strategies. It is critical that all 3 aspects align to enhance the success of one another, but when it comes to prioritizing these aspects in order to achieve excellence, an organization should… …begin by developing a clear-cut STRATEGY for accomplishing its mission. Strategy is the most important aspect of the organization because it lays out how the organization needs to change over time in order to achieve its long-term objectives. In What Is Strategy?, Michael Porter explains that in today’s dynamic economy, positioning itself within a market is no longer sufficient in order to sustain competition. Instead, competitive advantage is achieved by using three key principles of strategic positioning, “Defining and communicating the company’s unique position, making trade-offs, and forging fit among activities.” (Porter) The goal of a unique positioning strategy depends on the organization’s ability to utilize distinct activities, specific talents, exclusive resources, etc. in such a way that will set it apart from the competition. Southwest Airlines’ strategy was to establish a unique position by offering low-cost fares and convenient service. Competitors could not match this activity-value combination thereby creating Southwest’s competitive advantage in the airline industry. “Strategy is about choices and about what not to do.“ (Porter) This implies that a company...
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...one another’s products. With such a fast-paced industry with growing trends, the competition for a larger market share is strong. Nike is a dominant leader in the athletic industry supplying footwear, apparel, equipment, and a lifestyle. By differentiating its brand from others in the industry, Nike has begun to consciously focus on sustainability within their company. By making this part of their mission statement and strategy, Nike has fulfilled their sustainability goal through initiatives that reduce the production of waste and increase the use of recyclable and green products. For example, Nike has created jerseys for national sporting events and teams made from recycled bottles and they also built the Nike Materials Sustainability Index that helps their employees decrease environmental impacts during their normal creation and production processes. Their strategy including sustainability sets them apart from their competition. Nike also differentiates its company from others through its deep association with history and culture. Nike’s unique culture comes from its long history and heritage. Through a long history started by two innovators, Bill Bowerman and Phil Knight, Nike grew...
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...BUSINESS CULTURE AND STRATEGY SECTION 1 EXTERNAL ENVIRONMENT Part A Social: Most pubs have a Family dining area was created where children and their parents can eat together. Children are not allowed to use the bar areas. The consequences of anti-social behaviour have affected JDW as they could not encourage people to drink more. Technological: JDW did not show televised football and sales dramatically decreased. From that moment on, JDW decided to have football match on TV. Furthermore, they did not play music or show TV programmes. Due to the increasing demands, JDW have TV screens and shows live matches in their pubs. JDW also has a ventilation system where smokers are able to smoke without leaving the place smelling of smoke. This system cost more than £ 100.000. Economic: Supermarkets began selling drinks, particularly premium lager, at lower prices which encouraged people to drink at home and spend less money in pubs. Due to this changes, JDW sales and profit growth have also slowed down and the number of new openings was lower than the previous year. Political and legal: Monopolies and Mergers Commissions had been limited the number of pubs which a brewer could operates. It was one of the reasons for JDW's successful expansion because they entered into the market as a retailer without any connection with brewery. The traditional link between the brewing companies and pubs known as the "tied house" system has been broken by a ruling. Part B (SWOT analysis) ...
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...Business Culture and Strategy Submitted by Ma Yudian (Candidate No.095512658) International College Central South University of Forestry and Technology October 2010 contents 1. INTRODUCTION…………………………………………………………………….…..3 2.1 PESTEL……………………………………………………………………….…..3 2.2 SWOT analysis……………………………………………………………………4 2.3 How to conduct SWOT analysis…………………………………………….…….5 3.1 Organisation culture in JD Wetherspoon………………………………………….5 3.2 The type of culture that J D Wetherspoon has…………………………………….6 3.3 relationship between organizational culture and organizational behavior in J D Wetherspoon…………………………………………………………………………..7 3.4 different culture in company………………………………………………………7 4 Conclusion……………………………………………………………………….….8 5 REFERENCES…………………………………………………….………………..9 1.Introduction The report is about the change in the external environment in JD wetherspoon. It analysis the PESTEL and SWOT of the J D Wetherspoon. It also analysis the relationship between organisational culture and organisational behavior in the JD wetherspoon. J D Wetherspoon plc was founded by Tim Martin who opened the first J D Wtherspoon pub in1979. It now has over 600 pubs, which means that it has expanded on average at the rate of about one new pub each week. 2.1 PESTEL Social-cultural: J D Wetherspoon provide children’s cutlery with children’s meals to convenience children. Most pubs now have a dedicated family dining area where children and adults can eat together. The...
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...Strategy and Culture in J D Wetherspoon Written by: Yujia Wang Table of content 1. Introduction: 3 2. Findings 3 Section 1：External environment 4 Section 2: Organisational culture 5 Section 3: Business strategy 6 Section 4: Change 7 3. Conclusion 9 1. Introduction: J D Wetherspoon Company based on pub that offered cheap beer, good conversation and solid architecture which was opened by Tim Martin in 1979. The company motto is “cleanliness, beer, service and maintenance. It becomes a plc in 1992 and it now has over 600 pubs. In 2000, it opened over 90 new pubs and in 2002, about 10 years after flotation, its share price rose to more than ten times its original value. This report illustrates the external environment, culture, strategy and change in J D Wetherspoon which focuses on the deep analysis of the company and explains them from an objective point of view. 2. Findings Section 1：External environment Political: The “tied house” system had been broken by the rule from Monopolies and Mergers Commission between brewing companies and pubs. J D Wetherspoon chooses pub at a new start and change the strategy for it but may loss the profit and business and increase the cost. Economic: Tim Martin agrees with euro-sceptic and takes some actions while the union leaders and others condemned his actions. The people who support the euro may change their idea to choose other pubs which may cause the reduction in sales and profit. Legal: Public...
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...Strategies to Build Culture Natasha Rodriguez Edu 675 Prof. Laurie Wellner May 28, 2014 The strategy I chose to build relationships in my work place is Mentoring. I chose mentoring because it is a way for workers to work with one another as well as learn from one another. What better way to build a relationship with someone while learning from them. I would assign new employees with those who have been in the field for some time and can offer advice, suggestions, and insight on a job that can be extremely stressful and time consuming. The beauty of mentoring programs is that there is not only advantages for the employee, the employer benefits as well. “The employer of a mentored employee gains from greater productivity in the workplace. As employees turn to their mentors for advice, they make fewer mistakes on the job, cutting losses to the employer” (Tingum, 2014). There is also a sense of loyalty and bonding because employees do not come into a new job with no direction. They have someone to guide them and also help them feel included. The first articles I have located that focus on my strategy of mentoring is, Mentoring work values: Implications for counselors by Carolyn, Kern. This article discusses the mentoring values of man to younger generations. Details on career and developmental theories; Definition of mentoring; Implication of mentoring to work values. It was a great source for getting a better understanding on how to implement mentoring into the work...
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...exercising choices, can improve a manager’s effectiveness. Demands of the job Demands are what are expected of Jess within her new position within the company in order to get the job done and not run into problems. Jess must look at all the demands to define the future strategic decisions of the organisation. The demands in which Jess should currently be focusing on are: Ensuring profit is being made. Satisfying both customers & stakeholders Improve the new structure of the team/business. Ensuring quality of products and services. Ensuring staff morale is high. Constraints Is what is preventing Jess from achieving the demands which have been set upon her. Current constraints which need to be focused on are: The culture of the organisation. Motivation level of staff & fear of change. New operating systems. Choices Choices are what are going to help Jess to remove the constraints in order to meet the demands of the organisation helping her to move...
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... 3 Section1. How China Telecom develop plans for customer care strategy 4 Section2. Standards of customer care of China Telecom 5 Section3. Quantitative Aspects and Qualitative aspects 6 Section4. strategy and improvement 7 Conclusion 8 Introduction China Telecom, whose full name is Directorate General of Telecommunications, P&T, China, set up in 27 April 1995, is the largest telecommunication corporation in China. It is the biggest provider, which providing comprehensive information about service, holding the largest meshwork of global immobile telephone and Chinese information. It covers all cities and villages in China and gets through all over the world. As the philosophy of China Telecom is” Customer First, Service Foremost”, that means customers are the suppliers of food and clothing for China Telecom, they considered that its services are related to the interests of the most of people and the realization of development, what they do is based on customers and their purpose is to satisfy the customers’ needs. The purpose of this report is to analyses the Customer Care Strategy in China Telecom. And some recommendations will be proposed in this report. Section 1 How China Telecom develop plans for customer care strategy The...
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...By determining the relative importance of each of these forces we can: • identify the controlling forces and trends • explain and predict the profitability of the industry • identify an organisation’s competitive position within the industry • suggest ways to improve the competitive position (e.g. vertical integration) Threat of new entrants ← New entrants are businesses that enter the marketplace with the same product as the current members of the industry ← Includes imports from firms seeking economies of scale ← If it is easy to enter the industry this will tend to force industry prices down ← Threat depends on the height of barriers to entry ← Examples of entry barriers: ← Economies of scale - entrant must either enter on a large scale or accept a cost disadvantage ← Differentiation - brand identification and customer loyalty has to be overcome ← Capital requirements - how much finance is needed to enter and compete? ← Cost disadvantages independent of size - the learning curves, access to cheap labour, patents etc. ← Access to distribution channels - are they closed to new entrants? ← Government policy - legislation, tariff and non-tariff barriers Supplier bargaining power ← Includes suppliers of raw materials, components, labour, power, plant and equipment, finance ← High supplier power means that firms in the industry will have to pay high prices for...
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...“Culture eats strategy for breakfast” (Peter Drucker) This statement “culture eats strategy for breakfast” (Peter Drucker) refers to the importance of culture in an organisation and that executing strategy is vital in order for the organisation to be more successful. As having strategy is only one aspect but being able to implement it correctly to the organisation is another thing entirely. This can be achieved by working within its bounds, valuing the system while at the same time creating room for new strategies to be introduced. Robbins, DeCenzo, Coulter and Woods (2012) define organisational culture as “the shared values, principles, traditions and ways of doing things that influence the way organisational members act”. Strategy needs to be supported by the organisations culture, so that strong power is held on individual’s motivation and that employees are committed to meet the organisations goals. Furthermore organisation design challenges are met by contemporary managers in society today as development of an organisation occurs. Challenges faced by organisations in the contemporary business environment include keeping employees connected, managing global structural issues and building a learning organisation. Managers seek organisation designs that will be best suit and assist employees producing their work both efficiently and effectively. An organisation’s culture value is maintained through the vision or mission of the organisations founders (Chatman, Jehn 1994)...
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...Corporate Culture, Environment, and Strategy The purpose of this article is to discuss the nature of a corporate culture in terms of the systems that are designed to support it. While it is true that cultures cannot be designed, the point we make is that the various control systems of the organization can work to shape through judicious reinforcement and feedback the desired attitudes and behaviors that are consistent with a particular strategic direction. The "culture" of the organization can therefore be defined as the emergent pattern of beliefs, behaviors, and interaction that uniquely characterize the organization as it operates within an industrial and a societal context. From a system perspective three levels can be distinguished from the start: (1) the societal level, (2) the industry level, and (3) the organizational level. Importance of culture in understanding behavior in different societies From this perspective, then, a "corporate culture" must necessarily be at least minimally consistent with the societal culture it is derived from. Societal exposure and heritage foster a labor force with a given value orientation, beliefs, and expectations about work and the work environment that are the "raw material" of corporate cultures. These points suggest that, in addition to societal culture, the specific industry a firm operates in is an important context for understanding corporate culture. While a complex array of internal dimensions affect...
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...describes the exchange of products and services across national borders * Exchanges can be made through exporting or can also take the form of: * Importing or Global Sourcing - the procurement of products or services from suppliers located abroad for consumption in the home country or a third country. * International Investment - refers to the transfer of assets to another country or the acquisition of assets in that country. Economists refer to such assets as factors of production and they include capital, technology, managerial talent and manufacturing infrastructure. * Foreign Direct Investment - is an internationalisation strategy in which the firm establishes a physical presence abroad through acquisition of productive assets such as land, plant, equipment, capital and technology. It is a foreign-market entry strategy that gives investors partial or full ownership of a productive enterprise. * International portfolio investment - refers to the passive ownership of foreign securities such as stocks and bonds for the purpose of generating financial returns. International portfolio investment and foreign direct investment are the two essential types of cross-border investment. The Nature of International Investment Foreign direct investment (FDI) is the ultimate stage in internationalisation and encompasses the widest range of international business involvement. Firms engage in FDI to establish: * A factory or other facility to produce products...
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...Introduction While the Industrial Revolution first brought about the need for organised workforce management, the ideas and approaches put forward by theorists over the past century can be seen, albeit refined and developed, in modern people management literature and practises 3 | Page today. Models such as Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative...
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