...Organizational Lifecycle Structure and Process of Organizations Abstract In the business environment, navigating through change is vital to the success of management and the organization as a whole. All organizations undergo change much like biological organisms do in life. They are born, grow, mature, and arguably die. Organizations are no exception and their lifecycle pattern along with management styles will be examined in this paper. Organizational Lifecycle Organizations go through different life cycles similar to those of people. People, for example, progress through infancy, childhood, teenage years, adulthood, and death. Childhood through the teenage years is characterized by rapid growth over a short period of time and that translates nicely to an organizations pattern as well. Organizations, like biological organisms, go through start-up, growth, maturity, and decline (Ciavarella, 2001). Imagine climbing a mountain. As you begin the climb, you start at the base (start-up), climb halfway up (growth), ascend the peak (maturity), and then descend back down the mountain (decline). This describes the typical stages of an organizations lifecycle and leaders who have an understanding of the dynamics involved will have more confidence and be more effective managers of change. Start-up Phase During the start-up phase, organizations build up capital, hire workers, and start to develop their products or services, policies, and procedures. Employees are generally...
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...Chattanooga Ice Cream Division Case Analysis May 10, 2016 Juan J. Garcia Jack Welch Management Institute Dr. Christine Fuselier JWI 510 Overview The intent of this case analysis is to synthesize the cumulative team leadership principles presented in this class to date. The paper will demonstrate an informed understanding of how leaders that foster an ambiance of trust will enjoy the benefits of cohesive, more productive teams through collaboration among all members. The subject of this analysis is Chattanooga Ice Cream, Inc. (the division), one of three wholly-owned subsidiaries of Chattanooga Food Corporation (CFC) as described in “The Chattanooga Ice Cream Division” case study (the case study) (Sloane 2003) . Background Market Position The division had grown to become one of the largest regional manufacturers of mid-priced basic ice cream products in the United States. Primary customers were supermarkets and related retailers. Recently, a major supermarket chain had notified that it would no longer be carrying the division brand. Financial Profile Although sales revenues in 1991 were just over $180 million, by 1995 the earnings had dropped to $150 million. During the same period, operating profit fell from $6.5 million to $4.1 million. In 1995, the subsidiary had reached a point where it was unable to pay any upstream dividends to the parent company. The impending loss of the supermarket chain represented another $6.5 million drop in sales revenue. Executive...
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...Introduction Planning and implementing change is neither a fast nor easy process. It involves much planning and hard work in order to see the plan succeed. Due to the level of competition between organizations today, change is important to allow companies to not only survive, but stay competitive in their markets. Major corporations have failed due to the inability to recognize and respond to the need for change. With the amount of competition in each and every market out there, every company has to take advantage of every possible advantage they can get. Change, if recognized early enough, can not only keep a company competitive but can also give companies an advantage by seeing a possible opportunity that has not been seen by other companies in the same market. Company Overview The company that will be discussed in this paper is Storer Equipment Company Inc. The vision of Storer Equipment is, “We aspire to be the preferred partner pioneering innovative, sustainable solutions that provide energy efficient comfort, cost control and convenience” (Who We Are, 2012). Storer’s mission statement is, “As a trusted partner in our communities we strive to be industry leaders - professionals delivering sustainable, comprehensive, innovative and personalized solutions through teamwork, education and training” (Who We Are. 2012). At Storer Equipment, we are a commercial / industrial hvac company who prides ourselves in our abilities to effectively and efficiently take care of our customer’s...
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...1/ ORGANIZATIONAL STRUCTURE• Job Descriptions • MEMBERSHIP AND VOLUNTEERS • Series 1 Relationships • ORGANIZATIONAL AUTHORITY • Structure • DEVELOPMENT Module 2 Organizational Structure MODULE Organizational Structure Introduction Types of organizational structures Organizational growth stages and their structural impact So you still want to change your organization’s structure Preparing a memorandum for structural change Remember ……. An organogram illustrates Jobs descriptions Organizational relationships Organizational types and functions Managing members and volunteers 1-2 3 6 8 9-10 1 1 12-16 17-19 20 21-22 Table, Figures and Exercises Figure 1: Figure 2: Figure 3: Figure 4: Figure 5: Figure 6: Exercise Figure 8: Structure of a traditional, hierarchial organization Team structure A network structure Characteristics of organizations at different stages of growth Growth structure Model organogram (consolidation or mature structure) Reviewing job descriptions … Formal and informal organizational relationships 3 4 5 7 1 1 12-18 1 7 18 v Introduction Every program manager should be concerned about organizational structure, but it is often the last thing on his or her mind. An effective structure facilitates management and clarifies relationships, roles and responsibilities, levels of authority, and supervisory or reporting lines. By reviewing an organization’s structure, a manager will be able to determine which human, financial, and technical resources are available...
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...experiences predictable stages of growth, each with its own problems and opportunities.” (Vastine) In order for a business to capture the market it needs to go through the stages to gain popularity. Every business has its own set of guidelines and processes designed to function well. “As the business grows, its organizational structure is heavily influenced by function (people grouped with similar responsibilities), process (people involved in similar processes), product (people building a specific product) or projects (members of a project).” (Watson, 79) The first stage consists of growing the business. “ In a one-person operation, the owner does everything: sales, bookkeeping, marketing, production and so on. Many firms remain one-person operations indefinitely due to the owner's family obligations, financial constraints, or contentment with the status quo.” (Longenecker,27) This is the initial phase that every business goes through. It can also be referred to as the expansion phase as the business tries to establish its niche in the market. Stage two is all about growing and establishing the business. “So the owner assumes additional employee management duties such as hiring, scheduling, supervising, and payroll.” (Longenecker) This is the stage where the business owners start establishing their brand with their loyal customers. Overall, the growth stage is marked by increased sales, rise in profit, and establishment of the brand in the given market. Stage three is when things...
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...scholars focus on the impact of product life cycle on strategic orientation. The attempt in this paper is to show that not only does the PLC orient strategy of an enterprise faster and straight forward than any other factors, but it also takes all other factors into account. The main question is “how product life cycle affects the strategic orientation of a enterprise”. This study began by defining strategic orientation, product life cycle, and their analysis. The study is focused on how the product life cycle has been influenced by innovation capabilities and how it sequentially affects strategic orientation. Every enterprise has different types of innovation capabilities at every stage of product life cycle, and reacts to the competition and environmental changes differently. Also, each stage of product life cycle, affects the enterprise’s innovation capabilities differently. On...
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...Organizational Research and Theory: MBA 6001 | Research Paper | | The purpose of this research paper is to address organizational research and theory and to determine the importance of establishing rules, regulations and standing operating procedures in an organization. An organization’s way of conducting business and its environment is critical to the success of that company. There are many elements that complete the puzzle of that organization that will determine that organizations success or failure. All personnel from the highest to the lowest level have key roles that display the relevance of the organizational environment, organizational design and organizational change. The Organization An organization is defined as “a tool that people use to coordinate their actions to obtain something they desire or value which is to achieve their goals” (Jones, 2010, p.2). According to Jones (2010), an organization is a response to and a means of satisfying some human need. It is important to be innovative in an organization. When new technologies are discovered and needs are increased, the organization thrives in their success. As long as there is a need that an organization can provide, the organization will have continuous success. There are many people who have goals of becoming an entrepreneur in their area of expertise. “Entrepreneurship is the term used to describe the process by which people recognize opportunities to satisfy needs and then gather...
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...Change Model for XYZ, Inc. expansion MGT435: Organizational Change (BFL1407A) March 3, 2014 Change Model for XYZ, Inc. expansion As the executive for XYZ, Inc. in looking at the company’s decision to begin its first international expansion by opening a store in Shanghai, China; I propose that take a look at which change model would fit best with what we want to achieve. Choosing the best change model to is key to the success of the change whether it be short term such as this one or long term such as the one that XYZ, Inc. plans on taking on in about one years’ time. According to J.W. Weiss, “While change models, per se, do not provide the "one best way" or "the truth" of diagnosing organizations, they offer both theoretical and practical ways to understand complex situations. Burke (2008) offered five uses of organizational models: * First, models help reduce the complexity of thousands of things "going on" into manageable categories. * Second, models help point out aspects of organizational activities and dimensions that demand attention. * Third, models highlight the interconnectedness of organizational properties like culture, structure, and strategy. * Fourth, models provide a common language and vocabulary. * Fifth, models offer a sequence of actions that users can follow in particular change situations. Change models offer theoretical and practical ways to better understand complex situations. For the short term small scale change...
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...Assignment #1: Marketing Model Model Marketing Marketing 506 (Intergrated Mkt Communication) Oct 23, 2012 1. Develop an argument regarding the significance of marketing to organizational success in the 21st century. Marketing plays an important role in creating a the solid position in the competitive market. Organizations are also able to build competitive advantage through effective marketing strategy. The importance of marketing for the business to be successful is so that firms can make appropriate strategies to gain advantages. In today’s competitive environment, the success of a business is solely dependent on the type of marketing. Most of the operations and aspects of the business are based on the successful marketing. Marketing covers different components such as personal sales, public relations, sales promotions and advertising. Marketing is the process through which, business firms introduce and promote the product and services to the potential customers. Without marketing, business firms can offer the products within its industry; they cannot sell it to the potential buyers in other countries and industries (Gitman & McDaniel, 2008). It is then very important for the business firms to make effective strategies for marketing of products. In the 21st century...
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... |One-man show |Management Team | |Driving Force |Creativity & Innovation |Organize and maintain what exists | |Organizational Growth |Rapid Reaction to opportunities |Medium/Long term Strategic Planning | |Organizational Structure |Informal and flexible to adapt to changes |Organized, formal, rigid org. structure | |Decision-making |Based on their intuition and gut feeling |Collect info& seek advice from inside and outside | |Description of Company |In terms of “vision, dream and mission” |In terms of market segments & profitability | |Attitude to Money |A by-product of their effort |Define its aims purely in financial terms | |Attitude to Risk |Calculated risks (risk-takers) |Avoidance of risks | |Organizational Culture |“Entrepreneurial Culture”...
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...IDENTIFYING ENTREPRENEURIAL LEADERS IN TODAY’S DYNAMIC MARKETS Ayman Tarabishy, Doctoral Student, The George Washington University 2115 G St. N.W. Suite 403 Washington DC 20052 USA Tel: +1 (202)-468-3133 Fax: +1 202 994-4930 E-mail: Ayman@gwu.edu Lloyd Fernald, University of Central Florida Abstract Organizations regardless of size and industry now exist in the competitive landscape. This landscape is characterized by 1) increasing business risk, 2) decreasing ability to forecast, 3) fluid organizational and industrial boundaries, and 4) a managerial mind-set that demands unlearning many traditional management practices. Researchers and practitioners have proposed that organizations with an entrepreneurial strategic posture will be able to compete in such dynamic markets. Researchers and practitioners have also called for a new type of person to lead these organizations in the new dynamic market arena. They have coined this new person as the “entrepreneurial leader.” This paper will offer an operational definition of the term “entrepreneurial leader” based on the conceptual literature in leadership, entrepreneurship and the results of a pilot study. Executive Summary This paper attempts to explain that today’s markets can be best described as dynamic in nature. Regardless if the organization is established or a new venture they need to be able to deal with a dynamic market that is primarily revolutionary rather than evolutionary in nature. Researchers and practitioners have proposed...
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...biotech industry with groundbreaking gene technology that eliminated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. Gene One grew from $2 million to a $400 million company in eight years (University of Phoenix, 2011). Gene One’s success also brought with it an increase of stock indices on Wall Street indicative of an augmented interest in the biotechnology field. Leadership changes at the Food and Drug administration increased confidence in investors in the biotechnology field. Don Ruiz and board members believed a 40 percent annual growth target would keep them competitive. Don Ruiz believed the way to acquire additional funding to maximize growth and remain successful would be an initial public offering (IPO) within three years. Upper management and board members varied leadership styles prove to be challenging when considering a replacement for the chief executive officer (CEO) Don Ruiz. Some members of Gene One management team was not in agreement with an initial public offering, expressed reservations. Some members of management expressed concern of managers being deficient in their leadership skills, experience to handle the next level, and suggested terminating these managers and replacing him or her with more experienced managers. The chief technology officer prefers to stay in research and development has some...
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...negative causal links. A feedback loop is considered negative, if it contains an odd number of negative causal links. (Systems Thinking, 2011). BALANCING LOOP A balancing loop attempts to move a current state to a desired or reference state through some action. (Systems Thinking, 2011).The structure may begin with the current state greater or less than the desired state, in which case the current state may approach the desired state from above or below. (Systems Thinking, 2011). + + Organizational goals (the desired state) interact with present-day operations (the current state) to produce a gap. (Systems Thinking, 2011). It is theorized that the larger the gap the stronger the influence to produce change (action). (Systems Thinking, 2011). The change (action) that is taken moves the present-day operations (the current state) toward the organizational goals (the desired state) reducing the gap....
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...Organisational Capability Analysis Dr. M. Thenmozhi Professor Department of Management Studies Indian Institute of Technology Madras Chennai 600 036 E-mail: mtm@iitm.ac.in ORGANIZATIONAL APPRAISAL Internal Environment - strength & weakness in different functional areas Organization capability - Capacity & ability to use distinctive competencies to excel in a particular field - Abilty to use its µS¶ & µW¶ to exploit µO¶ & face µT¶ in its external environment Organization resources - Physical & human cost, availability - strength / weakness ORGANIZATIONAL APPRAISAL Organization behaviour Identity & character of an organization leadership, Mgt. Philosophy, values, culture, Qly of work environment, Organization climate, organization politics etc. Resource Behaviour Distinctive competence - Any advantage a company has over its competitor - it can do something which they cannot or can do better - opportunity for an organization to capitalize - low cost, Superior Quality, R&D skills etc. METHODS & TECHNIQUES USED FOR ORGANIZATIONAL APPRAISAL Comprehensive, long term Financial Analysis - Ratio Analysis, EVA, ABC Key factor rating - Rating of different factors through different questions Value chain analysis VRIO framework METHODS & TECHNIQUES USED FOR ORGANIZATIONAL APPRAISAL « BCG, GE Matrix , PIMS, McKinsey 7S Balanced Scorecard Competitive Advantage Profile Strategic Advantage profile Internal Factor Analysis Summary SWOT ANALYSIS Identify & classify...
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...------------------------------------------------- Greiner’s Sixth Phase Organizational Design & Change Management Organizational Design & Change Management Table of Contents Greiner’s Terminal Stage 2 Internal & External Forces Driving the Need for Organizational Change 3 External Forces 3 Globalization 3 Technological Change 3 Internal Forces 4 Sixth Phase: Efficiency Phase 4 Implications on Organizational Structure & Design 5 Works Cited 13 Greiner’s Terminal Stage In Greiner’s terminal stage there is a strong organizational emphasis on collaboration and spontaneity in management action through teams and the skillful confrontation of interpersonal differences (Greiner, 1988). Often there is a growing opposition to coordination that may need to be addressed by attention to human connection and more collaborative and supportive approaches. Bureaucracy is simplified and trust is rebuilt with a greater focus on common organizational goals. Also, structures have been implemented to connect people in multiple dimensions, such as the use of a matrix structure. Reward systems are also realigned to promote team and organizational success rather than just individual performance. Greiner’s fifth phase ends with a crisis for internal growth. How can an organization grow further without overloading current systems and processes? Through this crisis, it is evident that further growth can only come through the development of partnerships with complementary...
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