...creativity over the last 5 years. In today’s business environment innovation is necessary to sustain success and is an integral part of the business model. The ability to learn faster, better, and more cheaply than the competitor can mean the difference between maintaining market leadership and barely surviving (Davila, Epstein& Shelton, 2006). To regain its long held standing as a leader in the snack industry Best Snack, Inc must implement a plan that focuses on creating a culture that cultivates innovation, developing management systems that are aligned with the new strategy, and creating a new product line that will bring the company back to the forefront in the snack industry. Describe the Situation Issue and Opportunity Identification Best Snacks, Inc has been a leader in the snack industry for many years. As the snack industry began to change to meet the demands of a consumer market that is more health conscious, Best Snacks has failed to meet the challenge. Best Snacks has been slow to adapt to change and stray away from its tried-and-true research, development, and marketing activities (University of Phoenix, 2006). The complacency of Best Snacks, Inc has caused it to have falling sales and stock prices. Successful organizations tend to become complacent and conservative in order to preserve their core competencies (Davila, 2006, p.239). Best Snacks, Inc has an opportunity to evaluate its current strategy and develop a new strategy that is conducive with innovation and...
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...was through a change methodology management plan. Systematically, the company began reducing its workforce. But, before this was done, through his change management leadership, the chairman gave the company the reasons for the restructuring and privatization of the company in order to prepare them for the upcoming change. Thus, through leadership and communication, he directed his company through a difficult time that could have been disastrous without effective change management resistance communication Organisational Change Sample Paper Abstract An organization that has great strategies but does not have a culture that can allow it to put the strategy into action seizes to be a prosperous organization. The purpose of this paper is to look into how organizational culture influences success in change strategies. The paper will expound on what a culture in an organization is and explain the impacts of a company with a solid culture and one with a weaker culture on change. Introduction Organizational culture has various definitions according to different scholars. A company should change just as the environment does. That is according to management literature. In the course of globalization and internationalization, there came up technological advancements and the growth of scarcity of resources. The companies and organizations therefore escalate towards rivalry against each other (Alvessonl & Sveningsson, 2007). This therefore triggers the desire for change in an organization...
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...SUCCESSFUL ORGANIZATIONAL CULTURE AND CORPORATE EFFECTIVENES Tran Thi Thu Huong Columbia Southern University SUCCESSFUL ORGANIZATIONAL CULTURE AND CORPORATE EFFECTIVENES Thesis: Four critical questions to ask in any boardroom of both large and small companies around the world in the 21st century are how to attract and keep talented people, how to increase profits and shareholder value, how to increase creativity and productivity, and how to ensure ethics permeate the corporate culture. These four points involve to organization management, particularly to manage organizational culture. After researching 207 companies within 22 industries between 1977 and 1988, John Kotter & James Heskett discovered that corporate culture affects economic performance (as cited in Journal of Management by Allen, 1992). I. Definition of organizational culture Organizational culture is the set of shared values and norms that control organizational members' interactions with each other and with people outside the organization. This element is the first element creating the competitive advantages for a firm (Jones, 2010). A. Define and differentiate between value and norm. B. What organizational values and how they affect behaviors 1. Terminal values Terminal value is a desired end state or outcome that people seek to achieve 2. Instrument values Instrumental value is a desired mode of behavior ...
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...Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive to the turbulent environment changes. Through the comparison...
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...decades, management practitioners and theorists are increasing interest in organizational culture as a category, which determines the effectiveness of the organization. This sort of "molecular level" of the latter, on the one hand, gives it a unique, on the other - allowing it to adapt to the environment, and employees - to the existence within it, but at the same time inspiring them to solve common problems. It is this circumstance had in mind a Swedish scientist Iesper Kunde, who in his book "Corporate Religion" suggests that all the famous brands owe their success above all a clear and strong integration of ideology and values in the consciousness of its employees. The concept of organizational culture as a form of process management emerged in the late 70's and 80's of the XX century in the period of institutionalization of the organization, when from a producer of goods and services it has become a social unit. Until that time, the functions of management were reduced to coordinating and controlling the activities of groups, ensuring the interaction of units to achieve the goals, etc. However, the concept of organizational culture was not something totally new. This phenomenon is considered in M. Weber, K. Levin, T. Parsons, F. Selonika. A C. Bernard and G. Simon introduced the concept of "organizational morale", in essence similar to the definition of organizational culture. Many Western researchers have linked the fact of handling the organizational culture as well as...
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...Executive Leadership Summary Change Management All successful companies must incorporate progressive change into their business strategies. The success of change is dependent on the management of the change process. Failure in the change process is common. To better protect against failure, it is recommend that business have an unfreezing process in prelude to implementing change. “Unfreezing in the context of organizational change includes the process by which organizational members beliefs and attitudes about a change are altered so that they perceive the changes as both necessary and likely to be successful” (Choi & Ruona, 2011, P.46). Employee Resistance A management team must understand the reasons why a workforce may resist change and must influence the organizational culture into accepting change as a necessity to grow the business and prosper. Resistance is “… a natural reaction by people who want to protect their self-interests and sense of self-determination” (Yuki, 2010, P.299). There are many reasons at its core. These include (Yuki, 2010, P.299): • Lack of trust • Belief it is unnecessary • Belief it is unfeasible • Economic threats • High costs • Fear of failure • Loss of power • Threats to values • Resentment The management team should be aware that the resistance may come in stages. The stages include denial, anger, mourning, and adaptation. The duration of any particular stage may vary in groups and individuals. Patience, understanding, and a positive...
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...INTEGRATED CHANGE MANAGEMENT: INCREASING SUCCESS RATES THROUGH AN INTERDISCIPLINARY APPROACH By SUSAN DOUTRE Integrated Studies Final Project Essay MAIS 700 submitted to Dr. Raphael Foshay in partial fulfillment of the requirements for the degree of Master of Arts – Integrated Studies Athabasca, Alberta December, 2012 CHANGE MANAGEMENT SUCCESS 2 TABLE OF CONTENTS Abstract ........................................................................................................................................... 3 Introduction ..................................................................................................................................... 4 Challenges and Complexity of Change........................................................................................... 6 A Business Perspective ................................................................................................................... 7 A Cultural Perspective .................................................................................................................... 9 A People Perspective .................................................................................................................... 11 Conclusion – An Integrated Perspective ....................................................................................... 14 References ...........................................................................
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...Transformational Change Characteristics of Tranformational Change - Radical changes in how members behave at work. • Change is triggered by environmental and internal disruptions (Industry discontinuities , Product life cycle shifts, and Internal company dynamics) • Change is aimed at competitive advantage (Uniqueness, Value, Difficult to imitate) • Change is sytemic and revolutionary - Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions)...
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...Management is the only way to control human beings The management is not only the only contributor in managing people, it means that they are liable for the work and performance of others, the success of management very much dependable on the performance of the team or performance of an employee. It is the responsibility of the managers to closely observe and monitor the behavior of an employee and evaluate the people on the basis of their performance, capabilities and attitude towards the work. I am Controlling the employees through Management control can be defined as a regular effort to evaluate performance to prearranged principles i.e. SOP is defined in each and every organization and the management is controlling their staff through the predetermined polices which are written in the SOP .The role of the management is to compare the employee performance with the rules, regulation and polices defined in the SOP. Other than SOP, my Management can adopt different strategies to control the employees i.e. giving high rewards to increase the performance of the employees, recognize them publicly to give motivation, confront the employee in a professional manner. Providing employees the deadlines to change their behavior towards the job and follow the employee and giving them caution such as demotion, termination and suspension. I as employee is paid to get my job in a good manner, offering the incentive will bring a change in the employee behavior, which Is a positive...
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...Organizational Change management for competitiveness edge in Safaricom Kenya limited Introduction: In today’s uncertain economic climate, many organizations are forced to make changes in order to survive. They are needed to react quickly to the global revolution while at a local and national level have to keep up with new technology and competition if they want to stay ahead of the game. In an ever-changing global economy, Johnson and Scholes (2003) notes that organizations must find ways for operating by developing new competences as the old advantage and competences gained is quickly eroded owing to environmental changes. Because of the fact that changes are a necessity in private as well as public sector, every organization must change with the environment otherwise, it would become irrelevant. Kotter (2007,p 101) observes that changes in the service institutions arise out of the need for efficiency, economy, effectiveness, performance evaluation ethics and market concerns. Rising demand for services and expectations of quality of those services have placed extreme pressure on managers and their organizations, depicting change as a continuous episode in the life of corporations. This implies that an organization that fails to introduce their planned change successfully pays a high price. Failure leads to loss of market position and credibility with stakeholders as well as decreased morale among management and staff resulting in a de-motivated workforce...
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...A Process for Changing Organizational Culture Kim Cameron University of Michigan Business School 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu To be published in Michael Driver (Ed.) The Handbook of Organizational Development 2004 2 A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) nonsubstitutable products (e.g., others cannot duplicate the firm’s product, and no alternatives exist), (3) a large market share (e.g., the firm can capitalize of economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering something that no other company provides) (Porter, 1980; Barney, 1995). Unquestionably, these are desirable...
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...Creating a Positive for every Negative --- Rebuilding a healthy organizational culture Introduction Based on the consulting team’s investigation report we can draw that the root of the problems lies in the company’s bad organizational structure and management’s inefficient performance. With the OB theories, I try to discuss how to rebuild Payam Ghanbari’s organizational culture by changing the organizational structure and turn those negative factors into positive incentives and to make it a healthy organizational culture. Organizational structure affects organizational culture The organizational culture of a business reflects the mentality, work ethic and values of the company's owners and employees, while organizational structure refers to the actual framework of a company. Organizational structure directly affects a company's culture due to the placement of individuals within that structure. Examining the relationship between organizational structure and culture change hinges on two premises: First, an organizational culture develops around the organizational structure, and a culture change will be required to change the firm's structure. Second, an organizational structure can remain, but the organizational culture can change if management changes how workers are assigned to roles in the same but more flexible structure. One of the major problems of Payam Ghanbari’s organizational structure as pointed is the rigid departmentalized production lines with...
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...Introduction This paper is a case study of the overarching management styles of the shipping manager for Recycled Furnishings, a division of Thor Enterprises. First is Robert, the current manager, who has been with the company since its inception thirty years ago. Part one of this study will encompass his early managerial style, which school of thought it came from, and the theorist that is most identified with it. However, in the 1980’s his managerial style shifted in response to the business climate at that time. This shift and the new inspiration behind it will also be discussed. Part two will focus on Robert passing the reigns to the next manager, and comparative contrasts between the two styles, what implications all the changes will mean for Thor Enterprise and how the new approach will change the shipping division of this international company. Part One When Robert became a part of the Recycled Furnishings’ business he had already proven himself a capable manager at his previous company, and was eager to help his new company succeed. His management style would be described as coming from the human resource theory school of thought. This is evident by his ability to match needs of the company with the skills of the employees at his disposal, which is a primary objective of the human resource theory (Bradley, n.d.). Being a baby boomer, Robert would have certain traits that are typical of ‘Boomer’ workers/manager that are of particular importance. Attaining personal...
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...Intercultural Management: Change implementation in the context of national culture Prof. Taina Savolainen School of Business, Management and Leadership, University of Joensuu, Finland taina.savolainen@joensuu.fi ABSTRACT This keynote address considers change implementation in the globalizing business environment in the context of culture. Organizations seek ways to cope with new situations in order to survive and be competitive. The primary strategic challenge in multicultural change processes is managing and implementing change successfully. The paper discusses the means of creating readiness for change and challenges they present to intercultural management. Keywords: Change, coping, culture, intercultural, implementation, middle management, readiness 1.0 Introduction Sustaining competitiveness force business organizations to adapt major changes and seek strategies that may be realized in varying, different cultural environments. This presents challenges to multicultural management, in general, and change implementation processes, specifically. Change implementation does no more concern organizational culture only. It is also dependent on understanding different national cultures and having behavioural skills accordingly. Organizations face, thus, constant challenge of change in management (Ascari, Rock & Dutta, 1995). Economic and social forces create a necessity for internal changes in organizations. Globalizing marketplace and fast technological changes force organizations...
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... Topic: Organizational culture and performance of a firm: knowledge management and environmental uncertainty as factors related to the above two variables. Name: Lee Man Ho Student ID: 13086927D Date of submission: 31 Oct 2014 1. Introduction Organizational culture refers to common practices, values and beliefs that an organization follows (Chen & Huang, 2007). It is a source of sustained competitive advantage (Barney, 1991) since it is an explanatory variable that differentiates one company from others (Sathe, 1985). As employees have their own values and beliefs, it may be difficult for leaders to manage them well as a whole if the company does not have methods to direct them into the same path. Therefore, the existence of organizational culture could be one of the outcomes resulted from this. Among different types of culture and performance, I particularly have interest in the relationship between adhocracy organizational culture and financial performance of a company since there is only little research discussing their relationship and it is essential to an organization. In this essay, I will examine how financial performance of a firm is affected by knowledge management under adhocracy organizational culture and how will environmental uncertainty affect the operation of the culture and financial success of the company. First, I will briefly illustrate the meaning of Adhocracy culture and propose the method I...
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