...result of strategic initiatives within Synergetic Solution affect work design and organizational culture. The Simulation challenges of implementing structural changes, and deals with the resistance to change as an individual as well as organization level. It also allows me to employ different tactics to deal with resistance and lead Synergetic Solution through the stages of transition. After reading they will know at least three of internal and external forces of change for Synergetic S Solution. Also what the leaders at Synergetic Solution need to consider implementing change strategy and models the leaders may employ. Synergetic Solutions Report To give a little history about Synergetic Solutions, it is a six billion dollar company in business of system integration, assembling, and reselling leading computers brands. The company employees over 300 employees, mostly sales, and service department, and they have five locations across the East Coast. The majority of the employees at Synergetic Solutions have only basic computer assembling and trouble shooting skills. Individuals with a higher skilled operate as the specialists. Synergetic Solutions Chief Executive Officer Harold Reed made forays into the networking solution business of designing and implanting complex computing network (Organization Structure). Harold Reed took four of Synergetic top engineers trained and certified...
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...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 300 employees of which most are in the sales and service departments working in five locations across the East Coast. Most of the employees in this trading organization have only basic computer assembling and troubleshooting skills. There are a few higher skilled employees that operate as the specialists. Two years ago,...
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...Synergetic Solutions: An Internal Report Jennifer M. Gribbins University of Phoenix Author Note This report was prepared on February 25, 2013, for Com/530, Communication for Accountants taught by Dr. Sherman. Synergetic Solutions: An Internal Report Synergetic Solutions Inc. is a $6 million company that assembles and resells leading computer brands (University of Phoenix, 2013). With nearly 300 employees in five locations, most possess only basic computer assembly knowledge and trouble shooting skills (University of Phoenix, 2013). Driven by the stagnant system integration market, CEO Harlod Redd made an important strategic decision to focus on the networking solutions business of designing and implementing complex computer networks (University of Phoenix, 2013). Mr. Redd’s lofty goal is to raise networking revenues to 80% of total sales, which are targeted at $12 million in the next nine months (University of Phoenix, 2013). Other quarterly growth targets such as employee involvement, productivity, and absenteeism are based on industry benchmarks (University of Phoenix, 2013). What are the drivers for change? Synergetic Solutions is changing its focus from a computer trading organization to a networking design hot house (University of Phoenix, 2013). In doing so, they are experiencing some huge internal drivers of change. Technological capacity of the current work force is a stumbling block. Most of the staff possesses only basic computer assembling and trouble...
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...Synergetic Solutions Inc. “Synergetic Solutions Inc. is a $6 million company in the business of system integration – assembling and reselling leading computers brands. It has 300 employees – mostly in the sales and service departments – working in five locations across the East Coast. Most employees in this trading organization possess only basic computer assembling and troubleshooting skills, while a few higher-skilled individuals operate as the specialists” (University of Phoenix, 2002). Two years ago, due to stagnation in the system integration market, Harold Redd, Chief Executive Officer investigated the possibilities of adding, designing, building, and implementing complex computer networks into Synergetic as a means to increase revenue. Synergetic has received a contract worth $1.2 million for designing a network and is currently working on contracts worth $5 million. Redd decided Synergetic should focus on networking designs as a primary source of income and has set a target goal of $12 million total revenue in the next 9 months of which 80% is the goal of network design and building. Redd has invested in 4 engineers to receive training and certification in networking technologies with the end goal of drawing new customers to Synergetic thereby increasing total sales and profits. Synergetic, facing reduction of revenue, desire to increase profitability, employee dissatisfaction, changes in consumer purchasing patterns, declining market shares due to competition...
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...Synergetic Solutions Report Sandra Grisby University of Phoenix Mark Busby September 24, 2012 An organization cannot grow without change. Change is not always easy, but it can be beneficial to an organization’s success. The success of an organization can depend on innovative and fresh ideas. Innovation gives an organization the competitive advantage it needs to stay ahead of its competitors. Innovation also brings change as it relates to enhancing products and services to maintain the interest of the customers. Employees are not always open for change and sometime will rebuttal against any such transformation that is set in place to improve the organization’s structure or operation. Employees normally view change from a negative or positive perspective, because of such internal and external forces that cause the changes to take place. Synergetic Solutions Inc. internal forces of change entail employee structure, technological capacity, and to inspire employee’s to step up and work diligently to fulfill the plans of the organization. The organization was in a stagnating stage, which cause for the work environment and organizational structure to be redesigned from the present departmental structure to the new team base structure (UOP Simulation, 2012). Employees were custom to running things according to what works for them rather than what will enhance the company. Harold Redd, who is the CEO of the company, decided that implementing complex computing networks would allow for...
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...Synergetic Solutions This paper will examine internal and external forces of change; leaders implementing changes within the organization; the models the leader by employ; the communication necessary to implement the changes; the resistances the leader might incur; and the strategies the leader might use to overcome the resistance within the organization. Synergetic Solutions wants to accomplish rapid changes within the organization and this will be no easy task without proper leadership within the organization to keep all involved and make the changes a reality. Internal and External Forces of Change Internal forces of change include poor financial performance and the need to increase profitability, employee dissatisfaction, and cultural differences within the organization (Robbins & Judge, 2011). The organization might not be performing as well financially as it could, which puts a strain on the organization to pay bills, order products, and meet payroll. An organization having poor financial performance will need to increase profitability to succeed. Employee dissatisfaction could lead to a decrease in production, which leads to a decrease in profitability. Culture may be a barrier to change when the “. . . shared values are not in agreement with those that further the organization’s effectiveness” (Robbins & Judge, 2011, p. 525, para. 2). External forces of change may be as devastating as internal forces of change. External forces of change include technological...
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...How does Marketing Communication build and maintain strong Brands? Report by Stefano Onofri S00603638 Word Count: 2289 Supervisor Prof. Gordon Bowen Integrated Marketing Communication (MKT5A5) EUROPEAN BUSINESS SCHOOL LONDON REGENT’S COLLEGE FALL TERM 2012 1 Summary Abstract ……………………………………………………………………......... Introduction ……………………………………………………………………… IMC: Concepts and Tools ……………………………………………………. The Role of communication in Brand Strategy ………………….. Models supporting MC ………………………………………………….. 3 4 4 6 10 ELM …………………………………………………………………………… 10 FCB Matrix …………………………………………………………………. 11 RECOMMENDATIONS ………………………………………………….. 12 CONCLUSIONS …………………………………………………………………… 13 Appendices …………………………………………………………………… 13 …………………………………………………………… 14 List of References 2 ABSTRACT This report investigates the role of Marketing Communication (MC) in building and maintaining brands. The concepts and the tools of Integrated Marketing Communications are analysed first, then the focus passes onto the brand building process, where the key role of MC is underlined. Two theoretical models supporting the work of marketers are examined: the Elaboration Likelihood Model (ELM) and the FCB matrix. Three main recommendations have been proposed. An integrated and synergetic use of all the MC tools can make the company more effective on the market by minimizing the inconstancies between the identity the company aims to give to the brand and the image that consumers independently...
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...Leadership Success and Failure Failure is life’s greatest enabler. Each time I attempt and fail it gives me an opportunity to renew and reinvent myself. Failure is not a loss, it is always a lesson. Being able to preserver and apply new solutions is what makes a failure become a success. To be a successful leader I must always be held accountable for the outcome and be responsible for the lessoned learned, to be motivated to never give up. Once I am proactive about my decisions and actions, I will be able to trust my instincts that have embedded into my memory of past failures. Each time I experience a failure, my intuition sharpens. Failure empowers me to trust myself to be fearless in new experiences. The more times you fail the clearer opportunities become. “Success consists of going from failure to failure without loss of enthusiasm.” Winston Churchill According to Forbes article, Five things Failure teaches about Leadership, “Failure is not fatal. It is a wake-up call for the next opportunity.” As a leader, I have to have the abundance mentality that there is plenty of opportunities. I find myself asking myself “If I only knew then what I know now.” Each opportunity allows for more wisdom. I will start to be able to see hidden opportunities that I could not see before. A successful leader will always have the enthusiasm to learn. Steve Jobs is an example of a successful leader. He was passionate about his journey and never gave up. Steve Jobs worked on his independent...
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...SYSTEM ANALYSIS AND DESIGN System development life cycle INTRODUCTION Systems Development: is the entire process of creating an application, gathering user requirements, designing the database, designing the modules, coding the programs, testing the product and implementing it. The historical perspective provides insights that inform today’s work. The history started with business applications created in the 1950’s, develops under the influence of legacy systems, and evolves together with technological and social factors. The significance of system changes has increased. Moreover, many specialists now need certain skills in the analysis, understanding, and evaluation of the system development and evolution processes. Systems are created to solve problems. Early systems development often took place in a rather chaotic and haphazard manner, relying entirely on the skills and experience of the individual people members performing the work. The history of systems development has a different fundamental change agent, a different factor which may be thought of as driving the history, of stimulating long-run changes. All system development efforts engage in some combination of the below tasks, System conceptualization, System requirements and benefits analysis, Project adoption and project scoping, System design, Specification of software requirements, Architectural design, Detailed design, Unit development, Software integration and testing, System integration and testing, Installation...
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...their Global Marketing Operation Examines how Coca-Cola has strategically positioned it self within the world’s soft drinks market. Given that they operate in over 200 countries, they are faced with a clear choice of whether to standardise their product offerings globally and reap the potential benefits of economies of scale, adapt their offerings to a particular market (which may facilitate increased market specific penetration), or adopt an integrated approach utilising both approaches simultaneously (Vrontis’ AdaptStand approach). There has been much literature written regarding the external and often uncontrollable factors which may impact upon a firms positioning strategy; this paper looks at these externalities and the internal controllables in order to derive a ‘best fit’ strategic and tactical approach. Moreover, this paper looks at the strategic international positioning of Coca-Cola by utilising a number of models. Keywords: Coca-Cola, global, international, strategy, positioning, adaptation, standardisation, AdaptStand, AdaptStandation, international, marketing, Introduction If we consider business to be akin to war, then perhaps there is no better starting point than the writings of Sun Tzu [circa 400-320 B.C.]. ‘The Art of War’ is the oldest formalised writing focusing on the concepts and principles of warfare and military strategy. Written over two millennia ago, it is still valid in the modern world, not only in military terms, but also in...
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...Razmanova S.V. 55 ESSAY ON CORPORATE COMPETITIVE ENERGY CAPACITY S.V. Razmanova Branch of «Gazprom VNIIGAZ LLC» in Ukhta, Ukhta, Komi Republic, Russia grtara2011@yandex.ru DOI: 10.12731/2227-930X-2013-2-5 This paper puts forward a hypothesis explaining the nature of integration processes in the modern economy; it proposes the idea of corporate competitive energy capacity, which is understood as the company’s combined intellectual and material capital; and gives a formalized presentation of the company’s optimal state of equilibrium. It is suggested that the integration of companies with intellectual and material components of different levels does not always result in an increase in value. JEL Codes: D21, G32, G34. Keywords: intellectual capital, material capital, integration processes, companies’ competitive energy capacity. Introduction The development of an evolutionary trend in corporate analysis in the last quarter of the 20th century, mainly dealt with in the works of foreign scholars’ [17, p. 777–795; 2, p. 141–151; 11, p. 388; 1, p. 79–100; 10, p. 416; 18, p. 79–91; 9, p. 95–120] was brought about by the emergence of post-industrial economies in developed countries. The growing role of knowledge and the rapid expansion of markets for commodities and factors of production contributed to intangible assets becoming a basis for competitive differentiation between companies in many sectors of the economy. The basic object for evolu- 56 International Journal...
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...British american Tobacco lara Moutin, unilever Oliver neubert, Freudenberg household products Ben pivar, Capgemini Jochen rackebrandt, Kraft Foods rich rapuano, Black & Decker Katrin recke, aiM/eCr europe Sabine ritter, Global Commerce initiative audrey rossman, procter & Gamble andreas ruthenschröer, MGl MeTrO Group logistics Gmbh Stephan Sielaff, Symrise Tony Spiliotopoulos, l’Oreal uS Tibor Szandtner, Capgemini Chrys Tarvin, Wal-Mart Stores, inc. ruud van der pluijm, royal ahold ingeborg Veelenturf, Kellogg europe Tony Vendrig, royal ahold ard Jan Vethman, Capgemini Olivier Vidal, l’Oreal Jos Visee, philips as well as other members of the GCi Steering Group who have contributed to the report, Jesse van Muylwijck for his cartoons, and the Chicago and netherlands accelerated Solutions environment (aSe) facilitation teams from Capgemini for their support during the aSe events. Xavier Derycke, Carrefour roland Dachs, Crown europe Co-Chairmen of the GCI Future Supply Chain Work Team © May 2008 Global Commerce initiative, Capgemini. all rights reserved. Contents Foreword executive Summary...
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...------------------------------------------------- ESSAY STRATEGIC HUMAN RESOURCE MANAGEMENT AT QUANTUM 1. Juni 2015 Jasmin Fink & Kerstin Grobe 1. Juni 2015 Jasmin Fink & Kerstin Grobe Introduction The following case study is based on an article by Deborah Barber, Mark A. Huselid and Brian E. Becker which was published in the Human Resource Management Magazine (© John Wiley & Sons, Inc.) in 1999. It describes the Strategic Human Resource Management at the Quantum Corporation, a company that was founded in 1980 in San José/ Silicon Valley. Quantum is committed to the computer industry and was the leading global supplier of computer hard disks at that time. As information technology industry is exposed to tough market conditions, Quantum had to face some major challenges. For that reason, Quantum’s human resource management is in line with its superior strategy and the company prepares its employees to master the challenges while simultaneously creating a motivated and satisfied workforce. External Challenges facing Quantum Companies such as Quantum face five big challenges: Globalization, growth, technology, intellectual capital and change. Operating on a global market demands a paradoxical approach: Thinking global while simultaneously acting local. This means “maintaining the advantages of a small, focused company” which enables them to customize their products to meet local customers’ needs while sharing ideas, people and information around the globe. Quantum’s...
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...Mentoring Made Easy A practical guide NSW Government Publication ISBN 0 7310 9771 8 Written by Carlie Spencer Updated by Kathy Tribe Designed by Jana Sokolovskaja © Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 First published 1996 Second edition 1999 Third edition 2004 To order more copies, please contact: Employment Equity and Diversity, Public Employment Office, NSW Premier's Department 2004 Level 17, Bligh House, 4-6 Bligh Street Sydney NSW 2000 Phone 02 9228 4444 Fax 02 8243 9484 TTY 02 9228 3544 Email eeo@eeo.nsw.gov.au Home page www.eeo.nsw.gov.au CONTENTS Introduction .............................................................................................................................. 4 What is Mentoring? .................................................................................................................. 5 Why a Mentoring Program? ..................................................................................................... 6 The Benefits of Mentoring Programs ....................................................................................... 7 Steps to a Successful Mentoring Program............................................................................... 9 Choosing a Mentor................................................................................................................. 15 Roles and Attributes of the Mentee and Mentor.......................................
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...United Nations Development Programme Bangladesh Building a 21st Century Public Administration in Bangladesh End of Assignment Report by the Formulation Mission on Civil Service Reform Program September 16 – October 9, 2007 Submitted by: Pan Suk Kim Judy Johnston Mobasser Monem Patrick Stoop Theodore Thomas BGD/04/002-Developing Civil Service Capacity for 21st Century Administration Contents Contents __________________________________________________________________ 2 Acronym and Abbreviations___________________________________________________ 5 1. Executive Summary: Aiming at Public Confidence and Sustained Transformation in the Civil Service ________________________________________________________ 6 1.1. 1.2. 1.3. 1.4. 1.5. 1.5.1. 1.5.2. 1.5.3. Objectives and Approaches of the Mission_________________________________ 6 Assessment___________________________________________________________ 6 Issues and Goal of a Civil Service Reform Program _________________________ 7 Overview of program components and strategies ___________________________ 9 Recommendations____________________________________________________ 10 Recommendations for immediate action ________________________________________ 10 Recommendations targeted to be implemented before the end of the first year of the civil service reform program _____________________________________________________ 11 Recommendations for a phased civil service reform process. ________________________ 12 2. ...
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