...Management Managing Change and Innovation Geronimo L. Jamisola II MBE-TEP PLM Learning Objectives At the end of this presentation, you should be able to answer the following questions: • What factors create the need for change? • Is change a continual or occasional process ? • How do organizations manage change and resistance to change? • What are some current issues in managing change? • How to make change successful? • What is innovation and how does it occur in organizations? • How do organizations stimulate innovation? What is Organizational Change? • Organizational Change – Any alterations in the people, structure, or technology of an organization • Characteristics of Change – Is constant yet varies in degree and direction – Produces uncertainty yet is not completely unpredictable – Creates both threats and opportunities • Managing change is an integral part of every manager’s job Forces For Change • External forces – Changing consumer needs and wants – New Governmental laws and regulations – Changing Technology – Labour markets shifts – Economic and social changes • Internal Forces – New organizational strategy – Change in composition of Workforce – New equipment – Changing Employee attitudes – Compensation and benefits Two Views of the Change Process • The Calm Waters Metaphor – Kurt Lewin: Change is a break in the organization’s equilibrium state. 3 Step Change Process (see exhibit 1): • Unfreezing the status quo • Changing to a new state • Refreezing to make...
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...Reference for International Marketing True/False 1. Confucian philosophy, taught throughout Japan’s history, emphasizes the basic virtue of loyalty to the country. ( T ) Confucian philosophy, taught throughout Japan’s history, emphasizes the basic virtue of loyalty “of friend to friend, of wife to husband, of child to parent, of brother to brother, but, above all, of subject to lord,” that is, to country. 2. The uncontrollable factors affecting international marketing are limited to political forces, economic climate, and competitive structure. ( F ) 3. Acculturation refers to the process of becoming an agent of change by innovating. (F) Humans make adaptations to changing environments through innovation. Individuals learn culture from social institutions through socialization (growing up) and acculturation (adjusting to a new culture). 4. We are less likely to evaluate a person’s behavior in terms of what is familiar to us because we use our self-reference criterion (SRC). (F) The self-reference criterion (SRC) is especially operative in business customs. If we do not understand our foreign counterpart’s customs, we are more likely to evaluate that person’s behavior in terms of what is familiar to us. 5. People from cultures with high Power Distance Index scores are more likely to have a general distrust of others. （T） People from cultures with high PDI (Power Distance Index) scores are more likely to have a general distrust of others (not those in their groups) because...
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...Strategic Information Plan 1 Table of contents 1. Business strategy 1.1. Mission 1.2. Shared values 1.3. Vision 1.4. Goal 1.5. Strategy 1.5.1. SWOT Analysis 1.5.2. PEST Checklist 1.5.3. Dimensions of competency 2. ICT Strategy 2.1 Mission 2.2 Vision 2.3 Goals 2.4 Strategy 2.4.1. Higher level of standardization & more commonality in business processes and systems 2.4.2. Lower IT operating costs 2.4.3. Higher value for new initiatives 2.4.4. Improve cultural characteristics, enabling the decrease of resistance to changes. 2.4.5. Increased level of sharing for systems and services 2.4.6. Generic strategies 3. Business & ICT Alignment 3.1 Technology transformation 3.2 Innovative: making use of opportunities 3.3 Strategic Alignment Model Enhanced 4. Enterprise Architecture 2 1. Business strategy 1.1. Mission Improving people’s lives through meaningful innovation. For the past 120 years meaningful innovations have improved the quality of life for millions, creating a strong and trusted Philips brand with market access all over the world. In light of key global trends and challenges – e.g. the demand for affordable healthcare, the energy efficiency imperative, and people’s desire for personal wellbeing – phillips is confident in their chosen strategic direction. 1.2. Shared values The values of Philips reflect the ambition that have been laid down in our strategy. The values are like a ...
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...Five Factors August 2, 2015 XMGT/230 Elaine McCarty It is generally understood that there exists four primary functions of management. Those functions are planning, organizing, leading, and controlling. These factors are the most important of the functions that a manager uses in order to complete his or her job. However, simply implementing the use of these factors is not enough to obtain true success as a manager. A truly skilled manager must be able to adjust with changes in that are brought about by various internal and external factors which can have a direct effect on the managerial process. These external and internal factors are unique to each individual company, and thus affect the different managerial factors in different ways. External factors such as competition and and government regulation have the potential to force adjustments in a managing personnel's planning and controlling procedures or processes, so that they are able to remain operational. The same goes for internal affecting factors as well. Growth, company culture, and an overall resistance to change to new ideas leads to adjustments that have to be made by managers with functions such as leading an controlling. Of course, these are not the only factors that can have an effect on the four functions of management. One of the factors that can have an effect on the four factors of the managing process is globalization. Globalization is defined by the Merriam-Webster dictionary is defined...
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...driving force, substantial cuts in funding, address major new markets/clients, need for dramatic increases in productivity/services, etc. Most times there are strong resistances to change because people are afraid of the unknown. Many people believe things are already fine and don't understand the need for change. Many doubt there are effective means to accomplish major organizational change. Sometimes there are conflicting goals in the organization, for example, to increase resources to accomplish the change yet concurrently cut costs to remain viable. Successful change must involve top management, including the board and chief executive. Usually there's a champion who initially implements the change by being visionary, persuasive and consistent. A change agent role is usually responsible to translate the vision to a realistic plan and carry out the plan. As the Chief Operating Officer at Synergetic Solutions and the change agent for a major transformation within the organization, this report will describe some internal and external forces of change for Synergetic Solutions. I will also discuss some factors that need to be weighed to implement this change successfully. Lastly, I will discuss the different kinds of resistance that is expected with this change as well as the resolutions to overcome that resistance. Synergetic Solutions Inc. is a $6 million company in the business of system integration, assembling and reselling leading computer brands. The organization has...
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...adoption of automatic teller machines, banks around the world are looking at online banking services as the next technology to reduce costs while maintaining or enhancing services to the customer. In developing countries, the low cost of online banking may enable banks to reach new customers, much like the cell phone offered new possibilities in telephony. Banks must understand, however, that the mediating use of technology increases interpersonal distance between banks and their customers, which can build barriers for adoption of this technology. Hence, this critical literature review seeks to explore the internet banking adoption and usage by users in the developing world and to discover the barriers affecting internet-banking adoption within the geographic scope examined. Four factors namely, perceived usefulness and security and privacy, trust and environmental constructs are utilized to examine the internet banking adoption in developing countries and support the objectives mentioned in the study. Acknowledgement It is a pleasure to gratefully remember all those who extended their assistance and support to accomplish the task of completing this report. First and foremost the author would like to...
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...HR587 Final Exam 1. For Scott and Jaffe, the cycle has four phases, beginning with denial, then moving through resistance to exploration to commitment. Denial can usually happen at work when changes are made. Employees that are in denial about their supervisor and their actions and behaviors. May act out by becoming passive-aggressive in the workplace, take a manager dealing with employee with non-technological skills. This can manifest itself in many denial outburst even shouting, destroying objects, throwing items or withdrawing emotionally; however, once asked, the employee will say that nothing is wrong. Since this type of behavior not only affects workplace morale but could endanger other employees, the person in question must be pulled aside quickly. Sometimes the resistance to change is driven strictly by fear. If technological advances are coming into the work place, some managers may feel threatened. They may feel that, not only their position, but the positions of their staff will soon be unessary What a manager must realize is that their job is to lead. Management resistance to change must be dealt with immediately. They need to stay positive in their communications to their employees. If they have fears about their department, they should use the appropriate avenues to express themselves. Exploration, which means taking their concerns up the chain of command. If the decision to move forward with the change is upheld, even after exploring all their options...
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...patience and bountiful of effort. It is a well known fact that no business can exist without customers. So they must be satisfied. More than any other, banking is a customer oriented services industry and Nepalese banks have started realizing that business depends on client service and the satisfaction of the customer. Customer satisfaction is the key factor for customer retention and thereby the banks success. So identifying and improving the factors that can limit the satisfaction of customer is the crucial step for the bank which wants to be a step forward than its competitors. Customer satisfaction is an ambiguous and applied concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. Among several factors; Quality, Timeliness, Efficiency, Ease of Access,...
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...for the customer satisfaction is the most challenging task for banks. Through the satisfied customers, a bank can easily measure the effectiveness of the business, its potential and position in the industries and the areas that are needed to polish and improve. But gathering a satisfied customer is not an overnight miracle but with the full of patience and bountiful of effort. It is a well known fact that no business can exist without customers. So they must be satisfied. More than any other, banking is a customer oriented services industry and Nepalese banks have started realizing that business depends on client service and the satisfaction of the customer. Customer satisfaction is the key factor for customer retention and thereby the banks success. So identifying and improving the factors that can limit the satisfaction of customer is the crucial step for the bank which wants to be a step forward than its competitors. Customer satisfaction is an ambiguous and applied concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's...
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...President of Max Factor Japan 3. Durk Jager: P&G CEO 4. GLT: Global Leadership Team (made up of business GM’s of crucial MDO’s, people from R&D, consumer research, product supply, HR, and finance). Chaired by Lafley. INTRO: In this case study we are introduced to P&G as an organization and their changes in structure overtime. More specifically, after the acquisition of Max Factor Japan and success in its SK-II line, questions are raised about whether global expansion is feasible and profitable as a franchise. De Cesare ran this skin-care line in Japan, but he reported directly to Lafley. This is crucial because global expansion would require Lafley’s approval in budgeting and organizational support. P&G recently went through major organizational changes over a period of six years known as O2005. This created huge questions in the strategy that would be put together in the case of a global expansion for SK-II. Within the U.S. Procter & Gamble originally followed an organizational structure consisting of seven different divisions that were furthermore shattered into 26 distinct categories. Each category had its own R&D, supply management and marketing. In addition, the international organization was divided into four regions that were then broken down individually by country. The GM’s of each country and each of the four individual regions were uniquely held responsible for earnings. This would create conflict and resistance in unifying the company...
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...Introduction………………………………………………………..5 2. PEST and Porter’s 5-forces analysis................................................5 3. SWOT Analysis................................................................................11 4. Marketing and positioning strategies...............................................14 5. Ansoff’s Matrix…………………………………………..………..16 6. Conclusion........................................................................................18 Bibliography.....................................................................................19 1. Introduction In the modern world, the entertainment industry has been enormously developing with new technology available and innovations and is distinguished by a highly competitive market with many participants in the arena. Therefore, the companies that are participating in entertainment business have been competing via their new products/services,...
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...a. What type of organization is Australian Beverages Limited (ABL)? ABL is an Australian public listed company operating in multi-beverage business. It commenced operation in 1937 with its first manufacturing plant opened in Sydney in 1938. After a series of market expansions, ABL is currently the second largest company in Australia non-alcoholic beverage industry. The company is run by Tom Dwyer, the current managing director, who has been appointed since 2005. b. What industry, product segments/markets does ABL operate in? ABL is currently the second largest company in Australian non-alcoholic beverage industry. With the exception of bottled water, ABL operates in almost all product segments of non-alcoholic beverage market, that is, carbonated soft drinks (CSD), fruit and milk-based drinks, etc. It has also moved into snack food market through acquisition of several small businesses. Its core activities include manufacturing, distribution and marketing. c. What is the current life-cycle position of the industry? Non-alcoholic industry ➢ The non-alcoholic beverage industry is at the growth stage of its life cycle. This is evidenced by: (1) Consumption of non-alcoholic beverage in Australia increased form 179.7 liters per capita in 2005 to 228.5 liters per capita in 2009, representing a 27% increase. (2) As Australian per capita consumption follows US pattern, Australian’s current level of 63% of US per capita consumption indicates significant opportunities for growth...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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...The company was founded in 1971 by Joe Montgomery, Jim Catrambone and Ron Davis to manufacture backpacks and bags for camping and later bicycle trailers for bicycle touring. The company grew quickly during its early years. One of the most successful products was the Bugger, the cycling industry's first bicycle trailer, although Cannondale's marketing department seemed unaware of the connotations of the name in British English (some were, nevertheless, exported to the UK). Today, Cannondale produces many different types of high-end bicycles, few of which are handmade in USA, specializing in aluminum (rather than steel or titanium) and carbon fiber frames, a technology in which they were pioneers. The name of the company was taken from the Cannondale Metro North train station in Wilton, Connecticut. That reputation proved invaluable when Cannondale introduced its first bicycle, a Touring model, in 1983. We raised the cycling world's eyebrows by building our bicycles around handcrafted, oversized aluminum frames that were both lighter and more flex-resistant than the steel models that dominated the industry at the time. We quickly followed up this success with a road racing model and a mountain bike model in 1984. Our creative reputation encouraged both bike dealers and customers to join the revolution, and widespread industry skepticism quickly gave way to a host of imitators. The range of products: ...
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...Exchange Commission for information about these and other risks and uncertainties. Syngenta assumes no obligation to update forward-looking statements to reflect actual results, changed assumptions or other factors. This document does not constitute, or form part of, any offer or invitation to sell or issue, or any solicitation of any offer, to purchase or subscribe for any ordinary shares in Syngenta AG, or Syngenta ADSs, nor shall it form the basis of, or be relied on in connection with, any contract there for. 2 First half 2012 highlights ● Sales up 10% at constant exchange rates - strong volume growth in northern hemisphere season - targeted price increases achieved ● Europe: sales up 9% despite economic uncertainty, weather ● North America: sales up 24% reflecting portfolio strength - insect and weed resistance management - royalty income from distinctive trait technology ● EBITDA up 15% at constant exchange rates 3 First half 2012: integrated business update by region North America: +24% ● Early season ● Record corn planting ● Increased need for resistance management Europe, Africa & Middle East: +9% ● Winter kill in the East favors spring crops ● France: increased corn, sunflower acres ● Iberia weaker Latin America: +2% ● Drought affecting CP consumption ● Strong second season corn in Brazil ● Enhanced corn seed portfolio Growth at...
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