...Change Management: HP, IBM, Kodak and McDonald’s Suki HRM 560 20 Jul 2015 Dr. Beck . Introduction No matter what company it is there will always be change. Change can be good and change can be bad, but change is always going to be. An example of good change, I went into Starbucks this morning (a new one not too long built close to my home it used to be a Checkers). When I would frequent the Starbucks I would go thru the drive thru. This morning I went inside and talk about “Change.” Anyone would not believe that place was once a Checker’s restaurant. This is called ‘good’ change it is so beautiful and inviting inside. I say this to say, change is inevitable no matter how we look at it. Although there is organizational change, not always does the change we hope for work for everyone or no one at all. Stories of Organizational Change: In the book Leading Change (Kotter 2012) he indicates in his model the importance of communication and how without it what can and will go wrong. Different interests need to be recognized and addressed during an organizational change. Change need appropriately placed champions to gain support throughout the organization. Change involves risk and uncertainty and change in and of itself is not necessarily good for a company; careful assessment is needed of the relevance and likely success of a proposed change. (Palmer, Dunford & Akin, 2009) Starting with Hewlett Packard former CEO Carly Fiorina made a huge mistake is when...
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...Online Argosy Module I, a comparison of two different definitions of culture (Webster) (CARLA). An additional element of contrasting these two definitions is also provided. The overview provides discussion points for the classes of March 7th & 18th, 2013 or sooner as defined by Dr. Butler. Perspectives This paper is submitted in partial fulfillment of the B7312 Course Module I Assignment 1 for the Cultural Marketing Online Course Class on March 7, 2013, B7312, Spring II, 2013, Dr. Cliff Butler, AU-Seattle. Summary of Assignment This student is to write a talking-points paper for the selected definitions of culture as outlined in B7312 Cultural Marketing. After the two out of hundreds (Kluckholn) (CARLA) of cultural definitions are selected, this Doctoral candidate is to compare and contrast them. For this paper, the two selected definitions are from the Merriam-Webster Dictionary(Webster) and the University of Minnesota's Center for Research on Language Acquisition (CARLA). The review then concludes with a summary of perspectives discussed in Discussion Points. Brief Discussion Point - Two Different Definitions of Culture The following...
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...Organizational Change: Motivation, Communication, and Leadership Effectiveness Ann Gilley, Jerry W. Gilley and Heather S. McMillan rganizational leadership behaviors have a Research indicates that numerous variables have an impact on a leader’s direct influence on actions in the work eneffectiveness. This study explores the vironment that enable change (Drucker, behaviors associated with leadership 1999; Gilley, 2005; Howkins, 2001). Leaders may funceffectiveness in driving change. The tion as change agents—those individuals responsible findings confirm previous research that identifies change effectiveness skills, for change strategy and implementation (Kanter, Stein, while isolating the specific leader be& Jick, 1992)—by creating a vision, identifying the need haviors deemed most valuable to imfor change, and implementing the change itself. plementing change: motivation and Organizations remain competitive when they supcommunication. port and implement continuous and transformational change (Cohen, 1999). As a result, organizational change has been the subject of much research. Many have sought to explain the fundamentals of change, how to manage change, and why change is so difficult to achieve. In spite of numerous theories, models, and multistep approaches, organizational leaders lack a clear understanding of, or ability to engage, the steps necessary to implement change successfully (Armenakis & Harris, 2002). Research suggests that the problem is limited understanding of change...
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...that influence the formation of individual attitudes and values, Apply the study of perception and attribution to the workplace, Define diversity and describe the effects of diversity in the workforce, Describe the nature of conflict and the negotiation process, Describe best practices for creating and sustaining organizational cultures, and Describe the components of human resource practices; AACSB Learning goals: Communication abilities, Analytic skills, and Reflective thinking skills Executive offices in major corporations are often far removed from the day-to-day work that most employees perform. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: Top managers often fail to understand the ways most employees do their jobs every day. The dangers of this distant approach are clear. Executives sometimes make decisions without recognizing how difficult or impractical they are to implement. Executives can also lose sight of the primary challenges their employees face. The practice of “management by walking around” (MBWA) works against the insularity of the executive...
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...corresponding author 4, Chemin de Bellevue - BP 80439 - 74944 Annecy-le-Vieux Cedex - France Francesco Casarin, University Ca’ Foscari of Venezia Paola Cerchiello, University of Pavia Gunnar Mau, University of Göttingen Carmen Rodrigues Santos, University of Leon Astrid Siebels, University of Hannover All members of the “International Network on Consumer Behaviour Studies” http://comptes.ergole.fr/young Impact of a sponsorship activity on the brand perceptions within an international context: the America’s Cup and Louis Vuitton case. Abstract On the basis of an extended review of literature dedicated to experimental studies of sponsorship effects on brand perceptions, this paper introduces a detailed framework of sponsorship persuasion process. Considering the central “transfer” between event and brand perceptions, the model also includes moderating effects (such as congruence) and focuses on specific components of functional, affective and symbolic customer value. In Spring 2007, a Web survey was conducted to evaluate the impact of Louis Vuitton’s sponsorship of America’s Cup. A total sample of 1,400 European respondents was developed thanks to the collaboration of eight Universities in France, Germany, Italy and Spain, working together within the “International Network on Consumer Behaviour Studies”. The model and hypotheses were tested with P.L.S. regression and textual data analysis. Very interesting results come out, demonstrating the importance of affective and...
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...Revised 2/11/10 Page 1 of 18 FRÉDÉRIC F. BRUNEL Boston University School of Management Department of Marketing 595 Commonwealth Avenue Boston, MA 02215 : (617) 353-4609 Fax: (617) 353-4098 e-mail: brunel@bu.edu Education 1998 Ph.D. in Marketing, University of Washington 1992 M.B.A., Illinois State University (graduated top of class) 1989 B.S. in Business Administration, Ecole Supérieure des Sciences Commerciales d'Angers (ESSCA) Angers, France (graduated in top 5%). Dissertation Brunel, Frédéric F. (1998) “The Psychology of Product Aesthetics: Antecedents and Individual Differences in Product Evaluations”, Chair: Richard Yalch. Academic Positions Boston University, School of Management Associate Professor of Marketing & Dean’s Research Fellow, since September 2007 Assistant Professor of Marketing, March 1998- August 2007 Marketing Instructor, September 1997 to March 1998 Delft University of Technology, The Netherlands, Department of Product Innovation and Management Visiting Scholar, 2005 (November-December) University of Washington, School of Business Instructor, 1994-1997 Teaching Assistant, 1992-1994 Publications 1. Brunel, F., Utter, D. (2009). Phillips Foods, Inc.: Introducing King Crab to the Trade (pp. 20 pages). London, Ontario: Ivey Publishing, # 909A04. 2. Brunel, F., Utter, D. (2009). Teaching Note. Phillips Foods, Inc.: Introducing King Crab to the Trade (pp. 18 pages). London, Ontario: Ivey Publishing, # 809A04. 3. Susan Fournier, and Frédéric F....
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...WHAT IS MARKETING? Marketing Focuses on Exchange One popular conception of marketing is that it primarily involves sales. Other perspectives view marketing as consisting primarily of advertising or retailing activities. For some of you market research, pricing, or product planning may have come to mind. While all these activities are part of marketing, it encompasses more than just these individual elements. The American Marketing Association defines marketing as the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individual and organizational objectives. Effective marketing requires that managers recognize the interdependence of such activities as sales and promotion and how they can be combined to develop a marketing program. The AMA definition recognizes that exchange is a central concept in marketing. For exchange to occur, there must be two or more parties with something of value to one another, a desire and ability to give up that something, to the other party, and a way to communicate with each other. Advertising and promotion play an important role in the exchange process by informing consumers of an organizalion's product or service and convincing them of its ability to satisfy their needs or wants. Not all marketing transactions involve the exchange of money for a tangible product or service. Nonprofit organizations such as charities religious groups, the...
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...Analysis of Effects of Source Credibility, Electronic Word-Of-Mouth, Website Quality, and Perceived Quality towards Buying Decision Yonatan Suganda, Wibawa Prasetya (Pembimbing) ABSTRAK Penelitian menjelaskan pengaruh electronic word-of-mouth, source credibility, website quality dan perceived quality terhadap buying decision. Metode penelitian yang telah dilakukan adalah metode kuantitatif. Analisis dilakukan dengan mengumpulkan data dari kuesioner dengan responden adalah konsumen Bhinneka.Com. Penelitian ini bersifat deskritif dan verikatif, sedangkan analisis berdasarkan pengolahan data menggunakan metode SEMdisertai implikasi teoritis dan implikasi manajerial. Perkembangan internet di Indonesia telah mendorong berkembangnya e-commerce di Indonesia. Menurut data yang dirilis biro riset Frost & Sullivan, bersama China, Indonesia menjadi negara dengan pertumbuhan pasar e-commerce terbesar di dunia dengan rata-rata pertumbuhan 17 persen tiap tahun. Melalui penelitian ini disimpulkan, bahwa variable electronic word-of-mouth dan variable perceived quality tidak berpengaruh terhadap buying decision. Variabel website quality dan variable source credibility mengukur hal yang sama sehingga membentuk variable baru yaitu variable website credibility yang berpengaruh signifikan terhadap buying decision. Penelitian ini juga menemukan bahwa variable perceived quality memiliki pengaruh negative terhadap buying decision Kata kunci: SEM, Confirmatory Factor Analysis, buying decision...
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...soldiers are typically the sales people, and other value creating tools like advertising, sales promotions, demonstrations, product, after sales care, price, reputation etc, are the tools used to fight the marketing battles. Brands are the ultimate fighters used to fight marketing battles. Marketing battles are fought with competitors in the industry who stake claim to or chase the same customers or markets. A marketing battle is fought in the minds of prospects for their purchase preference. When a brand is sold in the mind of the customer, the marketing battle is won. In the marketing context, victory is dictated by superior value delivery. Brands that deliver better value than rivals usually win the customer’s purchase vote. ADVERTISING PERSUASION— In the early years, marketers relied upon the powers of communication tools like advertising to win customers. The belief that dominated this era was that customers could be sold anything on the basis of persuasive communication. It means that communicating with prospects was more about creativity and less about strategy. Message repetition or bombardment was believed to be the key to drilling information into customer’s brains and thus influencing consumer buying. Advertising came to acquire an important status in the corporate functions. Message repetition is required to communicate but repeated far...
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...B2B Brand Management Philip Kotler ´ Waldemar Pfoertsch B2B Brand Management With the Cooperation of Ines Michi With 76 Figures and 7 Tables 12 Philip Kotler S. C. Johnson & Son Distinguished Professor of International Marketing Kellogg School of Business Northwestern University 2001 Sheridan Rd. Evanston, IL 60208, USA p-kotler@kellogg.northwestern.edu Waldemar Pfoertsch Professor International Business Pforzheim University Tiefenbronnerstrasse 65 75175 Pforzheim, Germany waldemar.pfoertsch@pforzheim-university.de ISBN-10 3-540-25360-2 Springer Berlin Heidelberg New York ISBN-13 978-3-540-25360-0 Springer Berlin Heidelberg New York Cataloging-in-Publication Data Library of Congress Control Number: 2006930595 This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must always be obtained from Springer-Verlag. Violations are liable for prosecution under the German Copyright Law. Springer is a part of Springer Science+Business Media springeronline.com ° Springer Berlin ´ Heidelberg 2006 Printed in Germany The use of general descriptive names, registered...
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...strategic capability instead of hierarchical organizational level represents potential implementation challenges for managers, and theoretical and empirical challenges for academics. Keywords: high-performance work systems; workforce differentiation; strategic human resource management; strategic capabilities A significant divide between the micro and macro levels of theory and analysis is evident in many areas of the organizational sciences. While increasing levels of specialization are often associated with disciplinary growth and maturity, the consequences of this trend can be unfortunate, as answers to important questions in an increasingly global and complex business context will require scholars to draw on the strengths of both perspectives. Corresponding author: Mark A. Department of Human Resource Management, School of Management and Labor Relations Rutgers, The State...
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...Summary Managing People in a Global Context Book: Managing across cultures by Schneider & Barsoux, second edition Chapter 1: The undertow of culture Converging cultures? Before the impact of culture can be assessed, two convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if not stronger pressure for divergence or fragmentation. o E.g. protests against learning English as second language in Switzerland, different neighborhoods in NYC (Chinatown, Little Italy etc.). o Executives across Europe are reading many of the same publications, but still more often they read national magazines and newspapers. Management is management • Management is management, consisting of a set of principles and techniques that can be universally applied. • However, different practices (such as management) are shaped by its cultural origins, and so is management. • Also, different notions of organizations (relationships vs. tasks) and different HRM practices based on motivations of employees (intrinsic vs. extrinsic). • Good management is culturally sensitive management: best fit between people’s motivation and tasks. • Sensitivity towards invasion of foreign companies and their business ideologies and practices. 2. Despite technological & economic forces for integration/convergence...
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...change management organizational and personal change management, process, plans, change management and business development tips Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success,...
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...Impact of Celebrity Endorsements on Brand Image Debiprasad Mukherjee* August 2009 * Debiprasad Mukherjee is a Business Process Management Consultant in IT Telecom domain. He has experience of working with Siemens, IBM, and Tech Mahindra in India and abroad. He holds Post graduation in Management from Indian Institute of Social Welfare & Business Management, India and Bachelor in Technology in Electrical Engineering. His areas of interest are Brand Management, Consumer Behavior, Advertisement, Customer Relationship Management, Data Warehousing, Business Intelligence, Master Data Management etc. Email:- debiprasad.mukherjee@techmahindra.com / debiprasad.mukherjee@gmail.com Contact: - Techno India Building, 6th Floor EM-4/1, Sector V, SaltLake, Kolkata-700091, INDIA Tel No: +91 334002 8146 / +91 9830318394 This paper can be downloaded from the Social Science Research Network Electronic Paper Collection: http://ssrn.com/abstract=1444814 Electronic copy available at: http://ssrn.com/abstract=1444814 Abstract Celebrity endorsement has been established as one of the most popular tools of advertising in recent time. It has become a trend and perceived as a winning formula for product marketing and brand building. It is easy to choose a celebrity but it is tough to establish a strong association between the product and the endorser. While the magnitude of the impact of celebrity endorsement remains under the purview of gray spectacles, this paper is an effort to analyze...
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...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
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