...Change and Culture Case Study 1 Joan Ramos HCS/514 February 4, 2013 Debra Williams Change and Culture Case Study 1 The cost of health care in the United States remains an important concern for American consumers. The challenges for controlling costs and providing a better health care system are various and complex. These challenges, in many cases, are in the realm of the Department of Health and Human Services (HHS) or other federal or state agencies (Department of Justice, 2012). Hospitals continue to team up with other facilities, insurers and for-profit companies, although the cause of the bump in M&A activity varies. While some hospitals cite financial problems, others join forces because of collaboration mandated under the Affordable Care Act and changing reimbursement models, according to Minnesota Public Radio (Caramenico, 2012). Many dynamics in a healthcare organization can dramatically change when a merger occurs; these changes occur on the floor and among staff. The impact of merging two separate entities with different values and performance efforts can have long-term and short-term affects within the new organization. This paper is an effort to identify the impact a merger will have on the culture of the new combined organization, and how to ensure that the combined staff will work together to provide quality care without taking on a competitive stance. Change and Culture: Cultural Impacts on New Organization When two entities merge together, cultural...
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...Case Study: Grayson Chemical Company Presented by: Allan Bermudez Marlon Abito Zarny Zaragoza CASE STUDY: Grayson Chemical Co. Executive Summary: Grayson Chemical Co, a 40-year old company manufactures industrial chemicals sold to other industrial companies. It has been run by a stable management in which there had only been two presidents. However, within the past few years, the company is suffering from declining earnings and sales. This has brought pressure from the board of directors, investment bankers, and stockholder groups to name a new president. The company had become stagnant – (although at Grayson, they refer to this as conservative) and had steadily lost market standing and profitability. Finally, the board decided to hire a new CEO and was able to hire a dynamic manager from another major corporation. CASE STUDY: Grayson Chemical Co. Tom Baker, 47 and an MBA, has helped his former company into a leadership position. He has chosen to join Grayson after another executive was chosen for the top job in his former company. Baker knows what he needs to do and that is to develop a topnotch management team that could provide leadership to turn the company around. Unfortunately, the situation at Grayson is not very favorable. Decisions are made by the book or taken to the next higher level. Things were done because “they have always been done this way,” and incompetent managers were often promoted to higher level jobs. Baker met with three members of the board...
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...Project teams and matrix organisation 569 Effects of a deficient organisation structure 572 Organisation charts 573 Empowerment and control 574 Synopsis 576 Review and discussion questions 577 Management in the news: A taxing merger 577 Assignments 1 and 2 578 Personal awareness and skills exercise 579 Case study: Zara: a dedicated follower of fashion 580 Notes and references 582 15 Patterns of Structure and Work Organisation 585 Variables influencing organisation structure 586 The contingency approach 586 Size of organisation 588 Technology 589 The Woodward study 589 Major dimensions of technology: the work of Perrow 593 Environment 594 The Burns and Stalker study 594 ‘Mixed’ forms of organisation structure 595 The Lawrence and Lorsch study 597 Evaluation of the contingency approach 598 Contribution of contingency theory 600 Culture as a contingent factor 601 The changing face of the workplace 603 The demand for flexibility 605 The shamrock organisation 608 Structure and organisational behaviour 611 Synopsis 613 Review and discussion questions 614 Management in the news: Independents will always have their day 614 Assignments 1 and 2 615 Personal awareness and skills exercise 616 Case study: John Lewis, Waitrose and Ocado: distinctively successful 616 Notes and references 619 16...
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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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...Assessment task 2 Outcome covered 2 Assessment task instructions This assessment covers Outcome 2 of Business Culture and Strategy. It is based on the case study of Alphabet Games. Each of the following questions must be correctly answered. In some cases it is possible, to make use of diagrams or tables in your answer. You do not need to do this if you do not feel it is required. However, a diagram or table on its own is not likely to be enough to provide a full answer. If you do use a diagram or table, you will probably need to provide some accompanying explanation or discussion. a Explain the importance of organisational culture to Alphabet Games and suggest an example of where both shared values and taken for granted assumptions contribute to the continued success of Alphabet Games. Using a recognised theoretical model, identify and justify the organisational culture of Alphabet games and assess how this shapes current management approaches. To reflect the changing environments within which Alphabet games operates, suggest a possible alternative organisational culture for the company Games and assess the impact this change in culture would have upon managerial approaches. Using a recognised framework, assess the importance of the relationship of the relationship between organisational culture and organisational behaviour. b c d Scottish Qualifications Authority HN Assessment Exemplar/F7J7 35/AEX001 V1.0 Business Culture and Strategy 11 May 2011 Assessment...
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...acknowledgement. ISBN No: 0-9582233-4-3 Equal Employment Opportunities Trust PO Box 12929 Penrose Auckland New Zealand Phone: 64 9 525 3023 Fax: 64 9 525 7076 Table of Contents Preface 3 Executive summary 4 1.0 Introduction 6 2.0 Definitions and evidence of relationships 6 2.1 Work-life balance 6 2.1.1 Productivity 7 2.1.2 Relationship between work-life balance and productivity 8 2.2 Workplace/work-life culture 11 2.2.1 Relationship between work-life balance and workplace culture 12 2.3 Discretionary effort and employee engagement: going the extra mile 16 2.3.1 Relationship between discretionary effort/employee engagement and productivity/profitability 20 2.3.2 Relationship between work-life balance and discretionary effort 21 2.3.3 Relationship between workplace culture and discretionary effort 23 2.4 Summary of inter-relationships of key factors 24 3.0 Changing a workplace culture 26 3.1 Case studies of culture change 27 4.0 Conclusion 29 5.0 References 30 Preface Employee engagement has been identified as critical to competitive advantage in a labour market where skilled, committed people are increasingly hard to find and keep. Many of the factors that impact on employee engagement have been identified, or at least speculated on. In this exploratory research, the EEO Trust investigates whether supporting work-life balance results in a more engaged workforce which...
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...Strategic Management: Case Study – Sony Corporation – Future Tense? Table of Contents Table of Contents ………………………………………………………1 1 PART 2 – INTRODUCTION ………………………………………2 1.1 CASE STUDY ………………………………………2 1.2 COMPANY BACKGROUND ………………………………2 2 PART 2 – QUESTION 1 ………………………………………………4 2.1 TOPIC ………………………………………………………4 2.2 ANALYSIS … … … … … … … … … … … … … … … … … … … … … 4 3 PART 2 – QUESTION 2 ………………………………………………9 3.1 TOPIC ………………………………………………………9 3.2 ANALYSIS … … … … … … … … … … … … … … … … … … … … … 9 4 PART 2 – QUESTION 3 ……………………………………………………15 4.1 TOPIC ……………………………………………………………15 4.2 ANALYSIS ……………………………………………………………15 5 REFERENCES ……………………………………………………………21 6 ATTACHMENT – FORUM POSTS…………………………………… .23-63 Part 2 Assignment OSC1: Strategic Management: Case Study – Sony Corporation – Future Tense? 1 PART 2 - INTRODUCTION 1.1 CASE STUDY I have chosen the case study - Sony Corporation – Future Tense? (2009) to complete Part 2 of the assignment. 1.2 COMPANY BACKGROUND Sony is a diverse Japanese based corporation, founded in 1946 to manufacture telecommunications devices. In its first five decades Sony grew from its humble origins to become a world leader in the areas of electronic equipment, gaming, motion pictures and music. The company is considered to be an innovator and developed a number of new technologies through that time, most notably the Walkman and Blu-ray disc players. Its natural expansion to film and music was to allow it to not only have...
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...Organization 1. Culture and the Informal/Voluntary Network 2. Formal Teams 3. Integrators 4. Matrix Design 5. Cells and Networks 2d -Assess Internal Fit : Systems Which systems optimize the employee performance -To keep the employee in the loop... Recruitment Performance appraisal Rewards Additional sys (inform. Mang.) 2d -Assess Internal Fit : Culture Culture : values Climate : Practice Key Themes Dominant culture vs sub cultures Espoused versus real cultures Case Nestle , espresso is a completely different organization . ALTO CHEMICAL EUROPE (ACE): ORGANIZATIONAL CHANGE CASE STUDY Stabilizer market situation Shrinking , Drop off in consumption 600.000 tons x 1.000$ prices vary to month 30% over capacity competition KEY STRATEGIC ELEMENT Profitability $40 to $80 (4% to 8%) Price Leadership (set by HQs) Non-price sensitive acc. - wire/cable (2% contribution to cost = 4% of 2% for these customer) - small / medium Raise volume Tin (we have it) Give customer expertise Sales Management Reponse - Ideas (Dramatic change in behaviour) More work , new customer aquisition , convert to tin Accept loss of price authority Service oriented selling Incentives (not based on volume any more) What should Graaf do to pursuade the Sales Management ? Change reward system Explain the why ( face to face meeting) costs of old strategy / behaviours versus benefits of the new strategy Numbers (data) Questions Keep track /HQ Sales information exch. time for executing Urgent Analysis 1 2 3 4 5 6 ...
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...MGMT301: Managing Across Cultures Subject Outline Subject Information Semester One, 2015 Offshore Campus (INTI International College Subang) Lecture Information: 3 hours lecture, 1 hour tutorial Pre-requisites: MGMT110 plus 12 cps from 200 or 300 level Faculty of Commerce subjects Co-requisites: Nil Teaching Staff Teaching Role | Lecturer | Name | Mr. Ronald Hor Yew Kheong | Telephone | 603-5623 2800 (UOW Program Office) | Email | ronald.hor@gmail.com | Room | UOW Program Office | Consultation Times | To be advised | Email Etiquette: Consultation with your subject coordinator and/or teachers via email Your teachers receive many emails each day. In order to enable them to respond to your emails appropriately and in a timely fashion, students are asked to observe basic requirements of professional communication: Consider what the communication is about * Is your question addressed elsewhere (e.g. in this subject outline or, where applicable, on the subject's eLearning site)? * Is it something that is better discussed in person or by telephone? This may be the case if your query requires a lengthy response or a dialogue in order to address. If so, see consultation times above and/or schedule an appointment. * Are you addressing your request to the most appropriate person? Specific email title/ header to enable easy identification of subject related/ student emails * Identify the subject code of the subject you are enquiring...
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...This report considers a case study which introduces and provides examples of faux change and superfluous change. Within this discussion, these areas of change context are considered and evaluated with regard to how they may be identified and resisted. The report also defines and evaluates organisational change and the frameworks within which it may be undertaken. The impact of change is discussed and is followed by an analysis of resistance to change and the factors that may enhance or weaken it. The report then focuses on force field analysis before concluding with the point that although change may be seen as being inevitable, it must be carefully considered and strategically planned and justified before being implemented. Table of Contents 1.0 Introduction 1 2.0 What is Organisational Change? 2 2.1 Definitions of organisational change 2 2.2 Frameworks in which organisational change can be undertaken 3 3.0 Faux Change and Superfluous Change 4 3.1 Faux change 4 3.2 Superfluous change 4 3.3 Case study examples 5 4.0 Impact of Change 6 4.1 Organisational culture and change suitability 7 4.2 Resistance to change 8 Conclusion 9 References 9 1.0 Introduction This report is concerned firstly with organisational change and then with the extent to which a change may be necessary and whose interests may be served by a change process. The case study which provides the background and scenario for the report has two examples where change is instigated by an incoming...
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...Journal of Business Case Studies – January 2008 Volume 4, Number 1 The Impact Of Organizational Change, Structure And Leadership On Employee Turnover: A Case Study Steven H. Appelbaum, Concordia University, Canada André Mitraud, MBA, Canada Jean-François Gailleur, MBA, Canada Marcello Iacovella, MBA, Canada Raffaele Gerbasi, MBA, Canada Victoria Ivanova, MBA, Canada ABSTRACT Purpose - To provide the management team at BTSA Ltd with a practical guideline in managing organizational change through a designated lead change agent. Design/Methodology/approach - This guideline was developed by analyzing various organizational behaviour variables which included organizational structure, leadership and organizational culture. The objective of the case study is to provide a pragmatic approach to dealing with transformational change, particularly the role and responsibility of leadership. Findings – This case identifies a distinct correlation between each above stated variables and productivity/citizenship factors among employees. As a result of the takeover by an international conglomerate, BTSA Ltd was facing major changes and sustained a high level of employee turnover within the company, including the abrupt departure of their lead change agent. This resulted in a sharp decrease in TQM initiatives and major slowdown in R&D projects. The key findings have determined the core elements which explained the turnover issue and the impact of organizational change (for a small Canadian...
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...templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits. From the case study, Creating a Methodology, it was clear that the idea of losing power and authority was an obstacle stopping the executive staff from creating a project management methodology. Factors in corporate culture that may have led to this resistance of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and authority. However, as stated in the case study, it would be better to lose a little authority than to lose your job. Kerzner (2013), states that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to Kerzner, the change management process follows a pattern of denial, resistance, exploration, resistance, and then support. He believed that a good culture included teamwork, trust communications, cooperation; thus leading to benefits that stretch from employees out to clients. Yazici (2011), states that “if an organization is inclined to have a Clan or group culture, projects are more likely to be completed on time, on budget, and to meet expectations, with higher team satisfaction, and higher business performance.” Project management provides this culture. Once the need for project management is perceived, executive and line management acceptance...
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...client, as recorded in Kerzner (2013). The portions for each specific project are needed from the templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits. From the case study, creating a Methodology, it was certain that the thought of losing power and control was a huge obstacle blocking the executive staff from creating a project management methodology. Facts with in corporate culture that may have led to this struggle of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and control. However, as stated in the case study, it would be better to lose a little control verses losing your job. Kerzner (2013) stated that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to the text, change management processes follow a pattern of denial, exploration, resistance, and then support. They believed that a good atmosphere includes teamwork, trust, communication, cooperation; that leads to benefits that stretch from employees out to the clients. Yazici (2011), stated that “if an organization is to have a Clan or group culture, projects are more likely to be completed in a timely manner, on budget, and to meet expectations, with greater team satisfaction, and higher business performance.” Project management provides...
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...Chipping Away at Intel Case Study In today’s economy, corporations are 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...
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...The Regency Grand Hotel Case Study: A Managerial and Socio-cultural Approach ------------------------------------------------- | | | | | | | | | | | | | | | | | | | | | | | | | | | Executive Summary This analysis reviews the case study of The Regency Grand Hotel following a recent change in the upper management and implementation of a new organisational strategy which has led to the performance deterioration and the increase in customer complaints. The problems are analysed in light of a diverse range of theories and scholarly views regarding the impact of potential factors on organisational performance and profitability foresights. Through theoretical and empirical research, the authors have focused on leadership styles, and the cultural and societal values to analyse the problems at The Regency Grand Hotel. The analysis undertaken brought about a wider and clearer image of the situation both as a whole (macro) and in terms of dissected attributes (micro). The macro problem revolves around cultural differences and imposition of a participative leadership style that did not associate with the socio-cultural dimensions of the organisation. In essence, the case study lead to a common platform entitling that cultural backgrounds and societal factors are the most important factors to be considered before enforcing any managerial strategy. Moreover, a certain level of hierarchy is quiet indispensable in organisations...
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