...Recommendations for Changes in the Nature of the Workforce “As the economy becomes increasingly global, our workforce becomes increasingly diverse” (Greenberg, 2009, pg. 1). Diversity is an internal force of change within almost every organization (Robbins & Judge, 2011). It includes categories like ethnicity, gender, age, and others. Businesses experience outsourcing and demographic changes as the world becomes more connected. The aging population means a higher percentage of older workers. Organizational development techniques help ease the transition of the changing nature of the workforce. Diversity training is an organizational development technique focusing on values like respecting people, power equalization, confronting problems, and participation in decision-making (Robbins & Judge, 2011). A behavioral specialist creates an open environment in which people learn about each other through expressing ideas and observation. This change method is appropriate for enhancing interaction in a culturally diverse group. A second organizational development technique that improves employee well-being and effectiveness is team building (Robbins & Judge, 2011). This exercise focuses on values like building trust and role clarification. Team members participate in highly interactive group efforts, helping them learn how to accomplish goals, coordinate with each other, and build relationships in a diverse setting. Survey feedback is a change approach in which employees fill out...
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...A research study on the influence celebrity chefs have on the way we eat A celebrity chef is a kitchen chef who has become famous and well known. Today celebrity chefs often become celebrities by presenting cookery advice and demonstrations via mass media, especially television. Several chefs have been credited with being the _first celebrity chef, among them historically Bartolomeo Scappi and Marie-Antoine Carême. In the modern era since the advent of television several chefs have been attributed the title of the "first celebrity chef", including Julia Child in the United States and Fanny Cradock in the UK. While television is ultimately the primary way for a chef to become a celebrity, some have achieved this through success in the kitchen and achieving such awards as Michelin stars while others are home cooks. Celebrity chefs can also massively influence cuisines across countries, with foreign cuisines being introduced in their natural forms for the first time due to the work of the chef to inform their viewers. Sales of certain foodstuffs can also be enhanced, such as when Delia Smith caused the sale of white eggs_ "Delia factor; Forget about sophisticated marketing strategies . . what you need to sell more is the:. - Free Online Library," Nov 19, 1998) _across the UK to increase by 10% in what has since been termed the "Delia effect". Endorsements are also to be expected from a celebrity chef...
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...1. Using examples, explain what is meant by internal and external drivers for change. With globalisation it is an important to have clear concept about business management. Business environment is the totality of all such factors which influence the working and decision making of a business organisation. Business is a commercial enterprises ventured into secure maximum possible profit and to give best services to the public. These are things, events or situations that occur the way a business operations, either in a positive or negative way. This can be called driving forces or environmental factors. They are; I. Internal driving forces Internal driving forces, which are the things, situations or events that are occurred inside the business and these generally under control of the company. The main internal driving forces are given below; (a) Technological Capacity The new discoveries make the old one obsolete. The business community has to keep itself abreast with the technological changes. And it is also an important aspect as it shapes the business operations in the long run. Today the scientists are working on such technologies which will change the entire production process. The company is not running without most modern technology, they cannot competent to others (b) Organisational Culture Organisational behaviour can be defined as the systematic study of the behaviour and attitude of both individual and group within the organisation. Organisations...
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...its mission and objectives. An organizational design, thus, is the framework within which an organization functions. Both internal forces and external forces influence the character of an organization’s design. An organizational design tends to be defined in terms of structure, processes, and size (Chatain & Zemsky, 2007; Knoll, 2007; Zismer, 2011). The findings of a description and an assessment of organizational design of a group practice family medicine clinic are presented in this paper. The description and assessment include the identification of the internal forces and the external forces that have influenced the nature of the organizational design of the clinic. The effects of these forces on organizational structure, organizational processes, and organizational size are addressed in the paper. Specific consideration is given in the discussion to the effects of accountability mandates on the organizational design of the clinic. The Internal Forces and the External Forces Affecting the Organizational Design of the Clinic The external forces that act on the organization in this case, a group practice family medical clinic, exerted a greater effect on reshaping the organizational design of the practice than has been true of the internal forces that also drive changes in organizational design. The two most important external forces, when considered in relation to effects on organizational design, have been, in the opinion of this writer, (a) technological...
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...Google internal and external factors Mark Gray, Christian Silva, Joseph DeRuntz MGT/230 July 23, 2012 Ogwo Umeh Google internal and external factors As we evolve as managers of Google if there is anything that is stead fast and unchanging, it is change itself. Change is inevitable, and as one of the leading organizations in the internet world if we do not keep up with change our company will become unstable, with long-term survivability in question. At Google there are internal and external driving forces that can help or hurt our business. The internal forces are things, situations, or events that occur inside of our business, and are generally under the control of every management staff member which our. • Organization • Technology • Management systems • Financial • Employees External factors that we face are those things, situations or events that occur outside of the company and are large beyond the control of us as the management staff. Examples of these types of situations that we may face is the • Economy • Demographics • Competition • Political interference In addition to these two driving internal and external driving forces that affect the four functions of our management staff Diversity and Ethics will be an integral part of us being able to run a successful and profitable business. With such a diverse culture it is imperative that we have a diverse work force no matter of race, sex, national origin, and disability. “Communities admire employers...
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...Antoinette Bias MGT/230 Week 2 September 1, 2014 Erica Richmond Internal and External Factors Management is impacted by the external and internal factors of technology, globalization, ethics, diversity, and innovation. For the Walmart Corporation, the internal and external factors are applied towards maintaining their position as a leading retailer. A comprehensive strategic plan includes a situational analysis that considers internal strengths and weaknesses. Walmart’s current strengths and weaknesses provide a wealth of insight helpful in accomplishing internal goals and internal analyses can provide advantages for achieving external goals, as well. External opportunities include things such as gaps in the market that no company is currently serving, new markets and other clear growth opportunities. External threats include new product releases from competitors and new competitors arising in the market. Globalization Globalization is a process of interaction between companies, people and governments of different nations. Investments and international trade guide this process. Information technology is also an important part of this process. Environment, culture, economic development and political systems are all effected by globalization. Many think globalization is a new process but quite the contrary. For many, many years’ people have been buying and selling...
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...organization for a better and a more complete approach. Unplanned change is a change imposed on an organization and is often unexpected by the organization. Responsiveness to unplanned changes requires tremendous flexibility and adaptability on the part of the organizations. Internal and external factors, referred as “Forces for change” are the causes behind a planned change or an unplanned change. An internal force of change occurs from internal sources, such as employees or company performance. An external force of change occurs from an outside influence on the organization. Robert W. Swaim studied in details the different reasons that will lead to an organizational change. (Swaim, 2011). The first reason is crisis. This can take different form such as Political, social, financial or religious. For example, the 11 September attacks in the United States have forced diffeine companies to change in the form they operate. This is characterised as unplanned change forced by external forces. Second reason is performance Gap. This happens when the vision mission and goals of an organization is not met, so the need to an organizational changeracterised as a planned change forced by internal forces. Third reason is New Technology. New technology will bring usually a positive impact to the company...
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...1. (TCO A) Which of the following options properly identifies external and internal forces which drive change? (Points : 7) External forces for change are totally environmental; internal forces for change are more economic. An internal force for change is a lack of diversity in the make-up of the senior management, whereas an external force for change is a lawsuit by the EEOC requiring the management to correct diversity failure in the company. Internal forces for change tend to create a faster change than external forces for change. The mimetic isomorphism pressure to change was seen when Sarbanes Oxley was passed in order to ensure that an Enron-like scenario never happened again. This was an external vs. internal force for change. None of the above Question 2. 2. (TCO A) Which of the following best shows a company responding to identity pressures? (Points : 7) McDonalds when they started selling coffee drinks and salads Domino’s pizza’s new crust and pizza recipe Dairy Queen when it invented “the Blizzard” The Wall Street Journal when it went online All of the above Question 3. 3. (TCO B) Which of the following best defines the “Six Box” model of diagnosing change? (Points : 7) Includes purpose, structure, rewards, and helpful mechanisms Is based on the conceptualization of the organization as a transformation process Can be a starting point for...
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...Changes That Affect Managers Two main groups of changes affect managers’ jobs and are significant to an organization: external forces and internal forces. With external forces, the need for change comes from various sources outside the organization: marketplace, governmental laws and regulations, technology, labor markets, and economic changes. Internal forces originate from the internal operations of the organization or from the impact of external changes. They include redefining an organization’s strategy, workforce, new equipment, and employee attitudes. Both types of changes are critical to the success of a manager and his/her organization. One external change managers will face is the marketplace. An organization must be proactive, reactive, and adaptive in order to successfully compete in their niche market. Becoming too comfortable in the status quo without taking the competition or consumer needs and desires into account is a recipe for failure. Search engine companies like Yahoo and Google are examples of organizations that continue to create new technology and applications to respond to evolving demands of consumers. Governmental laws and regulations are another external force of change. For example, the Sarbanes-Oxley Act required U.S. companies to change the way they disclose financial information and enact corporate governance. Not complying with new and existing federal and state laws can be costly, result in a negative perception, and severe legal ramifications...
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...process discussed, decided on, and conducted during a hallway meeting of upper management. Tough decisions are made before an organizational change is made and the outcome of the decision is only known after the completion of the organizational change. The reasoning behind organizational changes varies from company to company, but organizational changes are initiated by two driving forces, internal and external forces. The following paragraphs will address the initiating forces behind organizational changes and provide an example of one of the initiating forces. Internal and External Forces Companies have various reasons whether good or bad to commit to an organizational change, but all companies share the two initial initiators behind organizational change, internal and external forces. External forces are defined as,” The forces compels from outside the organization, (on which organization normally have no or minimal control) are termed as External Change Forces” (Rawat, 2008). External forces contain a number of sub-categories that determine what external forces are causing the organizational changes, such as fashionable management changes, mandated or forced changes from outside agencies, geopolitical changes, changes from declining markets, hyper competition, and company reputation or creditability (Akin, Dunford, & Palmer, 2006). Fashionable Pressure Fashionable...
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...Synergetic Solutions Internal Report Organizational Structure Simulation COM/530 Synergetic Solutions Internal Report Organizational Structure Simulation Socrates stated, “The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” Change can happen naturally or it can be planned. Both cases need appropriate strategies. This internal report will briefly explain those strategies that Synergetic Solutions must take as the company prepares for its new focus. The focus of this report will be to describe the internal and external forces that Synergetic Solutions has to confront, the potential change models our leaders might use, and the kinds of resistance that can be expected along with strategies to manage the resistance. Internal and External Forces There are several internal forces that Synergetic Solutions expects to confront. One of the main internal forces that the company will focus on is the labor force. Synergetic Solutions must know its people and how to manage changing their routine and skillset. People tend to be resistant to change (Robbins & Judge, 2011, Chapter 18, Organizational Change and Stress Management). The company will be sensitive and attentive to improve overall employee well-being. This leads to the next internal force that the company must confront and that is the leadership. More specifically, the management team must be able to form strategies so the vision of Harold...
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...is more on personal attributions when explaining the behavior of others, we are more likely to make situational attributions when explaining our own behavior (referred to as the Actor-Observer Effect). While the actor-observer effect tends to hold true when explaining personal failures, successful behaviors usually lead to a Self-serving bias, whereby one is more likely to make dispositional (personal) rather than situational attributions. The 3 original and 2 additional dimensions to Weiner's taxonomy in his Attributional Theory of Motivation and Emotion are as follows: Original: internal/external, stable/unstable,...
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...need to be improved like low cliental, untrained staff, and out dated equipment or facility. Opportunities are things that help the make a future for the center like growth in the number of children attending or more grant money. Threats can lead in the drop of business or loss of efficiency, these threats could come from the loss of employment within the community and parents may not be able to afford daycare (Cooper). For the Tiny-Tots Daycare Center to conduct a SWOTT analysis, the company will need to answer some questions about their strengths; what advantages do they have, what are their resources, what do they do better than their competitors. Once they have company views their strengths, they will need to see both the external and internal viewpoints, and then make sure they evaluate the customer’s views, as well as the competitor’s views. Once this is done they then need to view their weaknesses, and ask questions like what can be done to improve and avoid these weaknesses. After the strength and weaknesses are reviewed, then Tiny-Tots will need to look at their opportunities and threats. The questions that need to be asked or opportunities; how to bring in the customers; what does the future hold; and what kind of technology is needed to keep them above their competitors. When looking at the treats the company might face these questions; what are some obstacles...
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...merica Corporation. Assessment of the external environment of the financial services sector; an internal/external assessment of B of A.; a strategy assessment; and recommendations to the Bank of America on how to maintain and strenghen its competitive position. Paper Introduction: strategic Management analysis bank of america Introduction The report presents the findings of a strategic management analysis ofBank of America Corporation a financial services company that participatesin most facets of the financial services sector Bank of America is anationwide financial services company in the United States and the companyis the country's third largest banking company when measure by totalassets behind CitiGroup in first place and J P Morgan Chase in secondplace Hoover's Inc This report begins with an assessment of the external Text of the Paper: The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper. Reliability in Service|.2 |3 |.6 |4 |.8 |3 |.6 ||Delivery | | | | | | | ||2. 8 |4 |.32 ||customer acquisition system | | | ||6. High-level of consumer awareness|.1 |4 |.4 ||3. Strong...
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...SWOT Elements S = Strengths (internal to the organization) W = Weaknesses (internal to the organization) O = Opportunities (external to the organization) T = Threats (external to the organization) Strengths and Weaknesses Strengths and Weaknesses, as their names imply, are internal characteristics of an organization - things that your company does well or poorly. Think of your workplace or another organization. Can you name things that the firm does well? These are factors over which managers have complete control, so they are considered Internal Strengths. Examples of Strengths: Strong brand name or company reputation Cost advantages over rivals Product innovation capabilities Good customer service capabilities An internal strength can be considered a distinctive competence when the organization and only a few of their competitors possess that internal strength. When the strength is difficult to imitate by the organization's competitors then that distinctive competence creates a sustainable competitive advantage for the organization that possesses the distinctive competence. Therefore, distinctive competencies are of great value to an organization and one that organizations strive to possess and protect. On the other hand, weaknesses are things that you don't do well. It is tough to conduct an honest account of weaknesses from inside an organization. Realistic assessment will probably be damaging to one department or another. Examples...
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