...Macys 2 Stress is a common problem that we all face at one time or another. A limited amount of stress can be expected among employees but when you start to see changes in performance and attitude, it may be time to address the issue. As a leader, it is up to you to decide at what point that this needs to be done. Macy’s employees are more likely to face a number of stressors associated with being in retail. The first dimension is schedule unpredictability defined as the extent to which employees have limited advance notice of their work schedules and difficulty counting on or anticipating the days, shifts, and number of hours they will work each week. The second dimension is excessive demands where employees are overburdened with work. Decision need to be made about what practical solutions will be used in the workplace to prevent, eliminate or minimize the effect of work related stressors. Unpredictable scheduling Macy’s will use these techniques to reduce or lessen the stressors of unpredictable work schedule for their employees. Chain retail store must consider how to provide the best service to meet consumer demands and provides full time availability. Providing work schedules including overtime schedules in advance. This principal benefits the regularity and certainty for the worker. Minimizing changes to previously assigned schedules. Give notice of how many hours of work will be assigned. These solutions will provide more predictability and more opportunities for...
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...proved by Collins (1998), Huff and Huff (2000), Organization change is one of perennial issues in organization and management theory. However, the type of organizational change is not unique, Strebel (1996) illustrates that change may be a constant but it is not always the same, in addition, Grundy (1993) indicates that there are three varieties of change including Discontinuous, ‘smooth’ incremental and ‘bumpy’ incremental change which are separated by the rate of change (Figure 1). Some authors believe that organizational change can be managed and planned. Lewin is the father of planned change approach which is described as an “ethical and humanist approach to change” (Hughes, 2010). Also, by using Lewin’s planned approach to change model (1951), Lunenburg C F...
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...important role in managing the change, and they are encouraged to lead rather than manage (Cameron and Green, 2015). Although there are many definitions of leadership, it is possible to describe leadership as ‘a process whereby an individual influences a group of individuals to achieve a common goal’ (Northouse, 2013). It is leaders’ responsibility to identify the need for change, to plan carefully, and to lead others to implement the change in organizations. Numerous approaches and models have already been developed, attempting to help manage change effectively. The aim of this essay is to assess the three approaches of leading change in organizations: the planned approach, Organization Development and the emergent approach. It begins with an understanding and evaluation of these three approaches. By comparing these approaches, there will be potential to get some implications for implementing the change in organizations. Evaluation of the Three Approaches The Planned Approach Planned change was first put forward by Kurt Lewin to differentiate changes that were consciously embarked on by an organization from those unintended changes, for instance changes that might take place by chance, by impulse, by mistake or might be forced in an organization (Marrow, 1969). Since planned change first introduced by Kurt Lewin, lots of models have been developed. Among...
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...Identifying and Developing Emergent Leadership within the United States Patent and Trademark Office (USPTO) Kevin Williams University of Maryland University College Professor Boyle Abstract Identifying and Developing Emergent Leadership Introduction. While it is easy to define leadership as someone who has the ability to influence others in achieving a goal or mission (Robbins and Judge, p.191), providing a qualitative definition is challenging. How does one define good leadership? Answering this question is quite difficult as we all have different workforce experiences and perspectives. Just as individuals struggle with this question, so do organizations. As with most organizations, not only is there a struggle to define good leadership, there is a constant struggle to identify and develop leadership potential. Organizations are quick to identify, assessing and developing leaders as top priority, but as with most organizations they fail to implement a formal construct. On average, only 31 to 55 percent of large organizations have developed formal programs to identify and develop leadership potential (Dries and Pepermans, 2012). There are many challenges that confront organizations in developing a formal program, the most common being identifying the criteria that presently being used as opposed to what should be used (Dries and Pepermans, 2012). In their research, Dries and Perpermans discovered that in a lot of instances, organizations were relying on gut feelings...
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...This case study of Kodak has face several challenges in order to compete with other photographic film businesses. Besides, the tremendous growth in technology has intimidate the company's core business, producing photographic products. In this case study, Kodak has gone through a transition stage in the late 80s to 90s. The motive behind of this transition was due to the prologue of new technology where during those years, people are more likely to use digital photography instead of the old traditional photography films. Kodak were well-known in developing photographic products and the company has developed most of the components of digital photography, nevertheless the effort has lead to a severe impact on the company business. Question 1 What is your analysis of what has gone wrong so far? In the recent years, Kodak has undertaken a transformation from being the traditional film business to a new digital photography business but the effort was not acceptable which lead to sales decline in the United States ("TECHNOLOGY; Advice to Help Kodak" 2004). It is said that, by recruiting in two CEOs from different industries was not a good idea for Kodak (Rise and Fall 2014). Kodak thought that, the CEOs from a dissimilar industry would present in new ideas which might help Kodak to maintain its position in the industry and also to make profits (Rise and Fall 2014). Based on the case study, Kodak had borrowed some amount of money just to finance the purchase of Sterling Drug, Inc...
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...Strategic Management (BUSM 3200) – Oct 2013 Exam Questions Review – Key Points and References (Part A) (Prepared by Geoffrey da Silva) ------------------------------------------------- Note: this set of notes is provided as guidelines as to how you should go about to prepare YOUR OWN set of study notes for exam revision. Remember these are just GUIDELINES or short bullet points advising you what could be the approach to answering the questions and the sources you can extract the information from – BOTH the text and the lecture notes (GDS version only). You have ALREADY been advised by the course coordinator that these questions are just samples and are NOT to be construed as spotted questions for the coming examination. These are just good “practice questions” that you should use for purposes of revising your topics. Please make sure that you study widely around the chapter topics and DO NOT assume that the questions below will be set directly as they are in the coming examination. Remember this – study the topic but never study the question. The questions below could be set differently but topics could be similar. Blank spaces are provided under each of the drafts so that you can add in your own research and examples. Good luck in your preparations. Note: these are brief points; use this word document to work with your team/groups to insert your own points and examples. I provide the template only! 1. Describe the four ways of strategic thinking (or lenses). Give examples...
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...Chapter 1: Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage I. Overview a. Strategy: set of related actions that managers take to increase their company’s performance b. Strategic Leadership: about how to most effectively manage a company’s strategy-making process to create competitive advantage c. Strategy Formulation: selecting strategies d. Strategy Implementation: putting strategies into action II. Strategic Leadership, Competitive Advantage, and Superior Performance e. Superior Performance i. Two reasons why maximizing shareholder value is the ultimate goal 1. Provide a company with risk capital a. Risk Capital: capital that can’t be recovered if a company fails 2. Shareholders are legal owners of a corporation ii. Shareholder Value: returns that shareholders earn from purchasing shares in a company 3. Comes from capital appreciation and dividend payments iii. Measuring Profitability 4. Return on Invested Capital (ROIC) b. ROIC= (profit/capital invested) iv. Measure Profit Growth by the increase in net profit overtime 5. Can grow profits if: c. Sell products in markets that are growing rapidly d. Gain market share from rivals e. Increase the amount sold to existing customers f. Expand overseas ...
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..., 1. Argued that the major activities of management and leadership are played out differently; but both are essential to an organization: A) Jago B) Zaleznik C) Kotter D) Bass E) Burns 2. Argued that leaders and managers are distinct; they are different types of people: A) Jago B) Zaleznik C) Kotter D) Bass E) Burns 3. Leaders' power to provide pay raises and promotions is A) Reward B) Coercive C) Legitimate D) Referent E) Expert 4. The power Bill Gates had when he and Paul Allen started the Microsoft company: A) Reward B) Coercive C) Legitimate D) Referent E) Expert 5. Defining leadership as a process means A) It is an inborn trait or characteristic. B) It is a transactional event. C) It is focused on influence. D) It may only take place in groups. E) It requires shared goals. 6. The following is not one of the classifications for a definition of leadership: A) The focus of group process B) An artistic process C) A behavior D) A personality trait E) An instrument of goal achievement 7. The primary functions of management are A) Planning, organizing, staffing, and controlling. B) Forming, storming, norming, and reforming. C) Building, breaking down, rebuilding, and maintaining. D) Ruling, listening, adapting, and adjusting. E) Directing, framing, extending, and encouraging. 8. Some positive communication...
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...prices, gain market share, and become more profitable than its rivals -Dell lost competitive advantage in later half of 2000s HP offered bundled products, needed to find ways to sell to intermediaries & Apple differentiation -first step toward achieving objective is to describe in more detail what superior performance/competitive adv mean and to explain pivotal role that managers play in leading strategy-making process Strategic Leadership: creating competitive adv through effective mgmt. of the strategy-making process -strat-making process is the process by which managers select/implement a set of strategies that ain to achieve a competitive adv Strategy Formulation: selecting strategies based on analysis of an org’s external/internal environment Strategy Implementation: putting strategies into action includes designing, delivering, and supporting products; improving efficiency of ops; designing company’s org structure/control systems Strategic Leadership, Competitive Advantage, and Superior Performance -strategic leadership is concerned with managing the strategy-making process to increase performance of a company, thereby...
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...Journal: Week I – Leadership Defined and Approaches Tran Quang Ngan MSLNU15007 Intructor: Dr. Teresa Goode The Concepts versus Discussion Last week, I have joined the 3 classes of first course: Developing Your Leadership capability. This course help us to define and explain more clearly about how to react as a leader, what traits or skills we need to be as a leader. The first class amazed me about how leadership impact through a long period of times. People know how important leadership was and to be a process of influences people to achieve goal was defined according to Northouse, P. G. (2013). Leadership: Theory and practice. Leadership is a term for me, cannot understand directly but it’s a long time to realize how leading people become different. Sometimes, we realized leadership people by a specific form called assigned leadership, who has power and ability to affect other people than to be a real leader or emergent one. So, as Vietnam current situation, we faced with high inflation rate and having a bulky apparatus of government. That means we do have lot of assigned leaders but just a few of them can be emergent leaders. Furthermore, leadership also divided into position power leadership and personal power leadership. And for the example above, Vietnam tends to be more about position power leadership. Dr. Teresa has given us the traits approach which is to identify and a guidance to be great leaders. In class Ms. Sang said that the most important major leadership traits is determination...
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...Journal of Change Management Vol. 5, No. 4, 369 –380, December 2005 Organisational Change Management: A Critical Review RUNE TODNEM BY Queen Margaret University College, Edinburgh, UK ABSTRACT It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research. KEY WORDS : Critical review; theories and approaches Introduction Change management has been defined as ‘the process of continually renewing an organization’s direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’ (Moran and Brightman, 2001: 111). According to Burnes (2004) change is an ever-present feature of organisational life, both at an operational and strategic level. Therefore, there should be no doubt regarding the importance to any organisation of...
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...[pic] [pic] [pic] [pic] SWOT and Strategic Choice Strengths and Weaknesses Opportunities and Threats (SWOT Analysis) Strategic Choice Business Functional Global Corporate [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] ----------------------- Why do some firms succeed while others fail? * A central objective of strategic management is to learn why this happens. What is strategy? * An action a company takes to attain superior performance. What is the strategic management process? * The process by which managers choose a set of strategies for the enterprise to pursue its vision. Overview Basic Strategic Planning Model Rational planning by top management? Strategic Planning Implementation of Chosen Strategies Selection of Appropriate Strategies Internal Analysis of Strengths and Weaknesses External Analysis of Opportunities and Threats Defining the Mission and Setting Top-Level Goals The Main Components of the Strategic Planning Process FIGURE 1.1 Mission and Goals Mission * Sets out why the organization exists and what it should be doing. Major goals * Specify what the organization hopes to fulfill in the medium to long term. Secondary goals * Are objectives to be attained that lead to superior performance. Identify strategic opportunities and threats in the operating environment...
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...though, change should be considered carefully so it does not act against an organisation’s strategic goals. This essay will firstly discuss the one right way to change and how no change theory is all encompassing, even though many models of change prescribe that it is the definitive change solution. The essay will look at environmental impacts that influence change. The punctuated equilibrium model and emergent change model suggest that the current business environment is volatile and unpredictable, which make planned change hard to achieve every time, especially when change is reactive. This essay will also discuss of the role of a change agent in organisations and whether using internal or consultant change agents affect the change process. On the surface, the one right way to change is unrealistic and potentially goes against the best interests of the organisation. Burnes (1996) argues that theory not only prescribes what an organisation should do, but also denies the organisation to have choice over whether to adopt these prescriptions or not. Many change management theories attempt to offer the best way regardless of the organisation. One of the first planned change management models was presented by Lewin, called the three-step model. This model has set the standard for change theories for 50...
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...managerial challenges in fulfilling change and the management skills used to deal with such issues. Change can be seen to be Planned or Emergent; this is still an on going debate. Planned change follows a programmatic change that follows a set of procedures. This type of change dominates the theory of change management, with the work of Lewin defining the approach to see organizational change moving from one fixed stated to another through pre-planned steps. Kotter also provides further literature with his 8 steps to transforming an organisation review. Whereas Emergent change is an organic change that happens regardless of management. One of the biggest challenges of implementing change in organizations is employee resistance. Lynn & Lynn (1995) stated for successful change this resistance has to be dealt with in an open and fearless manner. By eliminating the “silent killers”, for example inadequacies in leadership, conflicting priorities and poor vertical communication. So for success the change management must have high employee participation and a high degree of communication. As this will positively influence the employees and allow for a greater success rate of change. Moreover, a reward system that supports the change can be a positive influence on the change. Another challenge of implementing change is leadership managerial issues. As a lack of management support and top managers enforcing change brings negative influences. Management has to...
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...1985, p. 259). Mintzberg (1987) had found that “an organisation can have a pattern without knowing it, let alone making it explicit”. The article ‘Crafting strategy’ by Mintzberg (1988) represents the argument that strategy is deductive and not inductive, strategist recognise patterns and do not plan. To find a company strategy you can look at the interplay of the environment as well as the leadership and organisation of the company, Action leads to change and innovation, this in turn leads to strategy. Mintzberg (1987) sets out to compare the lone work of a potter to that of an organisation. Using this potter as a metaphor Mintzberg aims to demonstrate that both face the same strategic issues of being able to know their own capabilities well enough in order to formulate a ‘strategic direction’ through crafting. To integrate the article into the wider debate of Strategy we must look at the two key schools of thought, that of deliberate strategy (planning) and emergent strategy (crafting). Having already identified Mintzberg’s (1978) article as a key piece of research in the field of emergent strategy, we can look to researchers such as Porter (1980) who can be noted for creating the five forces as well as Chandler who came up with some of the earliest explanations of deliberate strategy “ the...
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