...and 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...
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...Importance Of IT Culture In Business Management Information Systems Everest University August 4, 2012 No business in today’s age of the World Wide Web can survive without some form of IT culture built-in. Just about all transactions, accounting, and even scheduling is computerized making the business more efficient in this modern information age. IT is all around and is never going away as our culture, economy, and businesses depend on it extensively. Technology advancements are popping up daily and it is the job of the IT culture to apply them to needs of the business and aide the business with adjustments to changes. The phrase IT Culture in my view is not only an expert in the ways of computer technology but people who understand how to use the tools that IT provides the business to make it more efficient and less costly to run that business. An accountant running accounting software such as QuickBooks is in the IT culture because he or she is trained in running that specialized software. Converting that data to usable forms for all levels of an organization is done with software programs designed for different purposes based on the needs of the organization. What makes the IT Culture essential? The first reason is the knowledge to deal with the quick changes that come with the overflow of information that each person and business are bombarded with daily and even in shorter periods with instant updates and JIT systems. Second reason...
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...Creating a Methodology July 20, 2015 Lanika Jones Project Management Dr. Christopher Hase John Compton, the president of the company could not understand why his executive team waited so long to develop an enterprise project management methodology (EPM) for their company. Being that they knew about what steps, how to go about it the start up and the time frame are was going to take to execute this plan. But first when you think about a methodology what it is? A methodology a set of methods, rules, or ideas that are important in a science or art: a particular procedure or set of procedures. When Compton’s executive team was presented with this idea of creating a methodology for his company his team was stagnant with following through because they had to go through the change process. The change process is “when the employees’ initially refuse to admit to the need of change”(Kerzner 98). When a change process come into play when a employees refuse to admit or adapt to the need of change different corporate culture factors need to be put in to play in order for the Compton’s team EPM could be successful. Being that the team had to create a methodology the two cultures that I see fit for the beginning is cooperative cultures and competitive cultures. But in order for the team to understand these cultures is that “good cultures are teamwork, trust, communication and cooperation (Kerzner 99) from all member of the staff. Cooperative culture are base upon trust and...
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...Leading Change Paper University of Phoenix Good Sport, Inc manufactures and sells fitness equipment such as treadmills, exercise bikes and other exercise equipment. The company was founded by an ex-basketball player Jason Poole in Coral Springs Florida. The company has created a hierarchy organizational structure which includes a span of control. “Span of control is the number of people directly reporting to the next level in the organizational hierarchy,” (McShane & Von Glinow, Chpt. 15 pg 17) which includes team members, team managers, vice presidents, Chief Executive Officer (CEO), and other management officials, for Good Sport. Within the span of control there are various subsections creating a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities because it influences organizational behavior in the following ways: (1) Departmentalization establishes the "chain of command," that is, the system of common supervision among positions and units within the organization. It establishes formal work teams (2) Departmentalization usually creates common measures of performance. (3) Members of the same work team, for example, share common goals and budgets, giving the company standards against which to compare subunit performance and (4) Departmentalization encourages coordination through informal communication among people and subunits. With common...
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...Management of Change Why is the concept of a learning organisation so important to the future of Healthworks Limited? Organizations have recognized the commercial significance of organizational learning and the concept of the ‘learning organization’ has been a vital orienting point in this. Writers have required to identify model, or ideal forms, ‘which real organizations could attempt to emulate’ (Easterby-Smith and Araujo 1999: 2). In this sense the learning organization is an ideal, ‘towards which organizations have to progress in order to be able to respond to the various pressures they face (Finger and Brand 1999: 136). It is characterized by a recognition that ‘individual and collective learning are key to success. The concept of learning organization is so important to the future of Healthworks Limited because company wants to provide their best products and services to their customers, as many of its staff have few formal qualifications and they have had unpleasant experiences of learning and development. Senior Management team at Healthworks wants to become serious about becoming a learning organization. The challenge facing managers today is to make the attempt needed to learn some of the new skill and techniques, and to put in processes that connect their workforce in programmes of continuous capability development. Learning should be incorporated into the doing, as part and parcel of everyday work. It should also be energising, inspiring and fun. Getting the...
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...specifically exceptional powers or qualities. 2) Who is a charismatic leadership? Ans: Charismatic leadership is a leadership based on the leader’s ability to communicate and behave in ways that reach followers on a basic, emotional way, to inspire and motivate. 3) Define the term “transactional leadership”. Ans: A transactional leader is one who guides and motivates his follows in the direction of establish goals by clarifying role and task requirements. It involves exchange relationship between leader and the followers. It is a perception for mediocrity and that transformational leadership leads to superior performance in organization facing demands for renewal and change. 4) Differentiate between transformational and transactional leadership. Ans: | Transformational leadership |Transactional leadership | |Builds on man’s need for meaning |Builds on man needs to get a job done and make a living | |Is preoccupied with purposes and values, morals and ethics. |Is preoccupied with power and position,...
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...shares his experiences of the change process within organizations. He has been observing the change process for about 30 years. He studies a paradigm shift of old management models that are not compatible with today’s fast paced changing business environment and shifting global economy. The book has a lot of helpful advice about dealing with this change process. The book is a guide for today’s organizations to deal with the new technology innovation, economic uncertainty, and ever changing. It’s divided into three sections. The first two chapters discuss the reasons behind the failure of more than 100 companies of making themselves better competitors. The author discusses the reasons behind the failure of most organizations even though they throw money and effort to win, and how executives and leaders can turn the thinking processes and behavior of large groups around. Many organizations are failing because they follow the philosophy “if it’s not broke, don’t fix it”. The author calls companies to embrace transformations from the old strategy of micro-managing, constant strategizing, downsizing, and new cost-cutting approaches to the twenty-first century strategy of leading change. The author talks about how managers and leaders are quite different, and explains that manager is trained to think in a risk-limiting manner. The next section discusses Kotter’s Eight Stage Change Process that provides a detailed framework to guide leaders for change. The eight stage process are:...
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...Powerhouse Partners - Building an Organization Culture for Breakaway Results | | Author: Stephen Dent & Jim Krefft Stephen M. Dent is a leading pioneer in the theory, research, and application of Partnering Intelligence, leadership and employee development. An award-winning organization consultant whose twenty-five career includes work with Bank of America, GE Capital Services, NASA, Xcel Energy, State of Minnesota and Wells Fargo Bank. He is the founding partner of Minneapolis-based Partnership Continuum, Inc. He is the author of Partnering Intelligence and The Partnering Intelligence Fieldbook both from Davies-Black. Steve can be reached at:sdent@partneringintelligence.com James H. Krefft, Ph.D., consults with organizations in implementing large-scale change. A former human resource executive, he have twenty years' international experience in the formulation of strategic direction, organization design, competency-based selection and human performance systems. His clients have included Exxon-Mobile, GE Capital Services, OPPD Nuclear, Pinnacle West Capital, Qwest Wireless Communications, Thermo King and U.S. Department of Energy. He has published articles and case studies on implementing large-scale organizational changes and is co-writing a book on how to re-define retirement. Jim can be reached at jameshkrefft@earthlink.net Connectivity is critical for any business to be a true ‘Powerhouse Partner.’ In today’s technically intricate, nothing-ever-stays-the-same-for-long...
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...Creating a Methodology Barbara Manley Professor Dr. Greg Hart BUS 375 April 19, 2015 Creating a Methodology 1 A project management methodology is the framework created expressly for a project or 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...
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...1. Maslow’s hierarchy and theory of evolution The ultimate reason for establishing a business organization is nothing but for the satisfaction of physiological needs like food from there the needs transforms to better physiological needs then to it turns to social recognition, brand value and good will. There is a clear similarity exists between this change in needs and Maslow’s hierarchy of needs which changes from physiological to self-actualization needs. This relation is not co – incidental. 2. Tradeoffs According to the theory of evolution organisms do give up something which though useful is less helpful in our survival compared to the trait that we acquire. This tradeoff for giving up something for getting something else which is more useful for our survival can be...
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...Leadership and Corporate Culture What is Leadership? What is Leadership? Ability to persuade others to do things for the good of the organization make difficult decisions make unpopular decisions deliver results create long-term commitments Why is the Leader Important to An Organization? Why is the Leader Important? Establishes vision Develops and implements strategies Allocates and controls resources Chooses key employees Shapes culture Affects organizational performance Projects image to the public Levels of Leadership (Jim Collins, HBR, Jan. 2001) Highly capable individual Contributing team member Competent manager Effective leader – catalyzes commitment to and vigorous pursuit of a clear & compelling vision, stimulate high performance Executive – builds enduring greatness through humility and professional wills What are the Leadership Traits of Highly Productive Organizations? Leadership Traits of Highly Productive Organizations Attention to details Highly ethical and moral Embracing simplicity & disdain for waste Long-term focus Humility Coaching leadership style Trust and believe in others Management Practices That Work (Nohria, et al., HBR, 2003) Primary Strategy, Execution, Culture, Structure Secondary (Two of Four) Talent, Leadership, Innovation...
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... DILLEMAS ON ORGANISATION CULTURE * Culture is a belief, yet the forces that are created in social and the organisational situations that derive from that culture are powerful. * Organisational Culture in other words the corporate culture is the collective behaviour of people which is a part of the organisation. This culture is quite dependant on the values, norms, visions, work ethos an organisation follows. * To start with culture as a whole is a very undefined ,ambiguous, and abstract. Hence in organisation ,settling in that culture is a huge task for an individual * For an effective performance of the organisation the culture has to have a strong and well defined culture to the employees to avoid discrepancies of any sort. * Many usages of the word culture display not only the superficial and incorrect view of culture, but also a dangerous tendency to evaluate particular cultures in a particular way. * Personality is to an individual and culture is to a group. Hence if a leader tries to impose certain culture which has been embedded by him may or may not be liked by some of the group members which could lead to conflict, difference in opinion, etc. * Culture is an ever changing phenomenon as and when we change our group may it be peer group, family etc culture changes accordingly eventually creating a new culture. * We must avoid complex models of culture and build on deeper and more complex anthropological models...
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...THE EIGHT STAGES OF CHANGE AND ITS RELATIONSHIP TO ORGANIZATIONAL BEHAVIOR AND MANAGERIAL CONCEPTS BY JEROME MITCHELL DR. TYRON WOODARD JULY 22, 2012 Change is defined as the act or process of altering or modifying. Change is very prevalent and viewed differently in the business world. It is a something that takes place daily within any given organization. It does not matter what the situation the business is dealing with, that being growth, startup, downsizing, recession, or leadership change, a business or entity will experience the concept of change. Several companies have problems with the agents of change; John P. Kotter has developed a process of eight stages that initiate change in order to guide organizations through the change process. I will attempt to discuss the stages and show a correlation to topics discussed in organizational behavior and whether or not the topics support or contradict the processes. Stage 1 is Increase Urgency. Every organization has experienced some level of success, but with each success earned, there has also been failure. When formulating a company’s own process for success, becoming stagnant in an ever-changing climate becomes an issue. There's no pressing factor or pressures to get employees or their leaders excited about upcoming changes. Kotter proposed that in order to start implementing change, there must be a sense of urgency available. Establishing a sense of urgency is crucial...
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...Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses to Change and the successful...
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...continually improve HCL. He wanted a company that continued to get better and evolve. He created this by changing the way people think and by leading by example, creating results through change in philosophy, change in transparency and change in what the companies actual product was. This organizational change was actually a change in behavior that was carefully crafted through a positive and reinforced change in culture and mindset. Vineet’s problem was how to accomplish this while he already had a successful company growing already. He was willing to take the chance to grow his company though change while most CEO’s would have sat back and enjoyed their thirty percent annual growth. Vineet understood that even though they had a good growth number that his company still lagged behind the larger IT companies and he wanted to make sure HCL reached that same level or better. Utilizing Lewin and Kotter’s models for change he was able to enable his employees the opportunity to become the focal point of his plan of change. He was successful because he championed the change, created plans and allowed his employees the opportunity to take ownership of the plans to move the company in a new direction. 1. What were the external and internal forces for change at HCL? The external force for change was a change in what the clients and potential clients wanted. They did not want undifferentiated service provider but were more interested in a company that could provide end-to-end...
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