...Vision Change Analysis By: HR 587 Managing Organizational Change K Milburn 4 June 2011 In business a vision is a well articulated view of how a company sees itself as well as an image of how a business wishes model itself during the long-term future. Business visions should be realistic and perceived as accomplishable by the people within an organization. The president of Mentor Graphics; Gerard Lageler (1992), may have had a point when he said “Grand, abstract visions can be too inspirational and that is why the company may wind up making more poetry than products.” Over the years Mentor Graphics changed its vision numerous times but eventually returned to a model that reverberated the goals of their original vision. A vision statement should not just be words to post on a wall but serve the function of defining an organization’s values and their purpose. The vision statement should inspire employees to achieve the goals of the company and though achieving those goals prove to why they should do business with the organization. Initially Mentor Graphics’ unarticulated vision was to “Build Something That People Will Buy” and in the end they found that the vision a company starts with is generally the best to follow. Over the years Mentor Graphics saw fit to continuously change their vision to match their new goals, eventually creating vision statements that where more and more grandiose, inspirational but also indistinguishable to the true...
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...------------------------------------------------- SCHEDULE AND COST ESTIMATE FOR MUSICAL CONCERT SPRING 2012 A proposal and work breakdown structure for a musical concert scheduled to hold in spring of 2012. This proposal contains the description of the project, its objectives as well as the cost associated with the project. ------------------------------------------------- SCHEDULE AND COST ESTIMATE FOR MUSICAL CONCERT SPRING 2012 A proposal and work breakdown structure for a musical concert scheduled to hold in spring of 2012. This proposal contains the description of the project, its objectives as well as the cost associated with the project. NHARMONIC PRODUCTIONS 2011 NHARMONIC PRODUCTIONS 2011 By Abayomi Oluwole Submitted to Dr. Susan Orr on November 20, 2011 Requirement for Course Project Part 1 Executive Summary This thesis formulates a cost estimate and schedule for organizing a musical concert and recording to complement an annual festival which has attracted a global recognition as well and served as an avenue to unify different cultures and backgrounds; using music as a tool to create diversities in genres of music while exposing the Northern America to the styles of other continents. On the basis of several assumptions, a rough estimate of the cost and schedule of the entire structure has been developed along with a more detailed estimate of overhead cost and administrative cost. Project Description This project is to introduce...
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...target. Every organization has its own visions and missions. Organizational change management is inevitable to improve an organization’s strength. The speed of managerial change has not been measured in current years and sometimes it may be increasing. The fast paced and repeated improvement in skills is making changes to managerial structure. Strategic change initiatives provide the root to the strategic changes. “The Strategic Change Initiative allows individuals and organizations to discover the Great Hope. The Strategic Change Initiative is designed to respond to that Great Fear that can block our effective response in Times of Great Change” (Woll). A strategic change initiative is mainly built on the missions of the company. It is planned according to the organizational vision and it formulates the scheme which will promote a better change toward the organizational growth. The strategic change initiatives should be undertaken with a long period vision of the prospective outlook and this will be along with the mission reports and its whole objectives that will strengthen the organizational target. These initiatives will provide the way to attain organizational changes. 2. Application Analysis: The vision of the organization is connected with its existence and expertise. The mission will be according to the people’s life in the skills and products reasonable and simple to utilize. The application of this change management based on the vision and mission of the organization helps...
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...Snapple Group Case Study Marcela Beas Dr. Pepper Snapple Group March 5th, 2013 Current Situation Analysis Mission/Vision Statement The Dr. pepper Snapple Group fuses its vision and mission statements saying, “At Dr. Pepper Snapple Group, it is our vision to be the best beverage business in the Americas. Our brands have been synonymous with refreshment, fun and flavor for generations, and our sales are poised to keep growing in the future.” This stamen is straightforward and informatively average. It establishes the company’s goal and core values. Also, it highlights DPS’ interest in future sales growth. The company includes its business strategy stating that it focuses on building and enhancing leading brands, pursuing profitable channels, packages and categories, leveraging an integrated business model, strengthening routes to markets, and improving operating efficiency (Dr. Pepper Snapple Group). External Analysis Government policies and regulations affect business development and growth. Products have to be consistent with the USDA’s dietary guidelines and adhere to the FDA’s standards for health claims. Due to the current post-recession economy, growth is expected to be slow since existing demand patterns are expected to change as consumers become more health conscious. Moreover, global awareness and concern regarding the impact of climate change continues to be a focal point as business seek to achieve better business in terms of reduced cost and risk...
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...Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and shareholders, at which processes must we excel?” Non Profit and Public Sector Organizations Mission (Customer) Perspective “How do we have a social impact with our citizens/constituents?” Support Perspective “How do we attract resources and authorization for our mission?” Process “To have a social impact and to attract resources and support, at which processes must we excel?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Learning & Growth “How do we align our intangible assets to improve critical processes?” Financial “How should we manage and allocate our resources for maximum social impact?” 3 Palladium Balanced Scorecard Hall of Fame for Executing Strategy® : By Industry 2000-2010 The Management System for Strategy Execution Links Vision and Strategy to Operational Excellence 2 TRANSLATE THE STRATEGY DEVELOP THE STRATEGY • Mission, Values, Vision • Strategic Analysis • Strategy Formulation 1 • • • • Strategy...
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...LEADERSHIP AND ORGANIZATIONAL CHANGE Nebojša Janićijević Belgrade University, School of Economics jnebojsa@eunet.rs MGT 597 ETHICS & LEADERSHIP References Mandatory Yukl G. (2010).Leadership in Organizations. 7th edition. Upper Saddle River: Pearson Supplementary Kotter J. (1996). Leading Chnage. Cambidge Ma.: Harvard Business School Press Janićijević N. (2009). Upravljanje organizacionim promenama. Beograd: Ekonomski fakultet . MGT 597 ETHICS & LEADERSHIP The process of organizational change management Initiating Diagnosis Creating vision Planning Motivating Power management Implementation Management of personal transition Stabilization Monitoring and control UNFREEZING MOVE REFREEZING MGT 597 ETHICS & LEADERSHIP Initiating changes The first step in change management The importance of leader’s mental change In order to initiate changes, a leader has to: 1. 2. 3. 4. Recognizes causes and drivers of change; Develops his own awareness of the necessity of breaking with status quo Develops his wish to make changes and to make decision to start changes; Identifies and appoint a change agent, define his roles and responsibilities and build productive relationship with him MGT 597 ETHICS & LEADERSHIP Model of causes of organizatioonal changes External soruces – changes in environment The inertia of organization Internal sources -. Changes in the company 1 Anticipation of the crisis External and / or internal misbalance 1 ...
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...Ques:1 Vision and mission statements provide information about the organization? What are they? How should they be developed and used? Ans: The term “strategic planning” is defined as process of an organization that clearly defines its strategy, or direction and making decisions on allocating its resources for proper planning. These two statements Mission statement and Vision statement clearly and concisely convey the direction of the organization. The Mission statement identifies a starting point or current state of business, but a Vision statement is necessary to determine what direction should be pursued. These help to communicate intentions and motivate team or organization to have a successful and common vision of the future. Mission statement: its development and use:- It defines the purpose of the organization and their primary objectives. The main functional point is internal and there is an involvement of leadership team and stakeholders. A perfect mission statement should determine why organization exists and what will achieve in future. Every organization has its own unique Mission statement. It should be easy to understand and should be simple so that every new employee could use it frequently. Generally mission statement of organization answer keys questions: * Purpose of the organization * Business of the organization * The value of organization Vision statement: its development and use:- It also defines the purpose of an organization but at the...
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...done because he wants to do it.– Dwight D. Eisenhower The word "leadership" can bring to mind a variety of images. For example: • A political leader, pursuing a passionate, personal cause. • An explorer, cutting a path through the jungle for the rest of his group to follow. • An executive, developing her company's strategy to beat the competition. Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring. Yet, while leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way. In this article, we'll focus on the process of leadership. In particular, we'll discuss the "transformational leadership" model, first proposed by James MacGregor Burns and then developed by Bernard Bass. This model highlights visionary thinking and bringing about change, instead of management processes that are designed to maintain and steadily improve current performance. Note: Leadership means different things to different people around the world, and different things in different situations. For example, it could relate to community leadership, religious leadership, political leadership, and leadership of campaigning groups. This article focuses on the Western model of individual leadership, and discusses...
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...Change Management in Action Planning and implementing change in healthcare: a practical guide for managers and clinicians Nadia Gittins and Simon Standish HLSP Institute Why What hat If W How September 2010 Who About tHiS bookLet contentS This booklet is aimed at senior clinicians and healthcare managers who would like help in thinking through, planning and then implementing changes to their healthcare services locally. It provides practical assistance in a way that assumes no prior theoretical background to what is often called ‘change management’. Introduction The Why of change The What of change 3 5 8 10 14 16 17 the booklet is based on HLsP’s experience in supporting individuals and organisations in several countries including nigeria and Russia. Most recently, HLsP designed a successful change management programme conducted for over 400 Iraqi clinicians, administrators and policy makers during 2007-2009. the aim of this programme was to assist participants to become Agents of Change in re-establishing their healthcare system1. there is a wealth of tools and techniques to help with planning and achieving change. Based on HLsP’s experience, the team refined the approach and focused on the tools that really help clinicians to formulate, sell and negotiate their vision of change, and then to plan for successful implementation. the tools presented in this booklet are the ones that clinicians and managers participating in change management programmes...
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...Case Analysis | July 26 Sanyo’s Think GAIA Vision and Turnaround Efforts | Strategic ManagementSubmitted By:Abhijit Chandra PandaAditi SinghVidhi SureliaVinay S.M. | Group 7, January 2011 Batch | Case Analysis Sanyo’s ‘Think GAIA’ Vision and Turnaround Efforts* *Source: ICMR Center of Management Research This case elicits a vision that Sanyo adopted and how it went about implementing it. The primary reason for this was to have a turnaround – revive the business areas that were lowering the bottom line for the company. The scale of the company was massive and the old vision did not give a direction to compete in the market that Sanyo faced. The earthquake that destroyed the company’s uninsured semiconductor plan pushed it further into losses. A restructuring was the need of the hour! Amid such lack of coordination, Tomoyo Nonaka, a journalist, was appointed Executive Chairman to be the flag bearer to the diverse businesses of Sanyo. What followed the establishment of an environment friendly vision of ‘Think GAIA’ were the intended turnaround efforts undertaken under the leadership of Nonaka. The analysis of the case that follows showcases the various factors that led to the need of the turnaround, the measures taken as a part of the strategy formulation and the implementation process. As students of the Strategic Management, we intend to learn as to which are the factors that led the current situation in which Sanyo is (as dated in the case) – those that are internal...
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...Vision, Mission & Values and Generic Strategy MGMT90146 Strategic Management Week2 Tom Osegowitsch and Dean Xu 1 Today’s Agenda House-keeping Vision, Mission & Values; Generic Strategy Yellow Tail Case Capstone: more tips, team formation. 2 Reference Textbooks Grant, R.M. “Contemporary Strategy Analysis” (recent editions) Blackwell Publishing Dess, G.G., Lumpkin, G.T., & Eisner A.B. “Strategic Management” (recent editions), McGraw-Hill Barney, J.B. & Hesterly, W.S. “Strategic Management and Competitive Advantage” (recent editions) Pearson. Hill, C.L.W., Jones, G.R., Galvin, P., & Haidar, A. “Strategic Management: An Integrated Approach” (recent editions) John Wiley & Sons Australia All available in library. 3 RECALL: Elements of Strategic Management Process Strategic Analysis Strategy Formulation Implementation 4 Strategic Analysis Vision, Mission, Values External Analysis Internal Analysis Vision, mission, values; External Analysis; and Internal Analysis are inputs for Strategy Formulation. 5 VISION, MISSION & VALUES Definitions Three interrelated concepts Terms used rather indiscriminately, sometimes synonymously (also: charter, ideology, creed or credo, ethos…) 6 Definitions (cont’d) Collins & Porras 1996 vs. Mission & Values Vision …as defined in this subject 7 Top Management’s Evolving Role Traditional View Defining a clear strategic plan Emerging View Articulating...
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...Strategic Plan, Part II: SWOTT Analysi University of Phoenix BUS/475 Integrated Business Topics Strategic Plan, Part II: SWOTT Analysis The SWOTT analysis is one of the most effective tools used by companies in forming a strategic plan. SWOTT is an acronym for Strengths, Weaknesses, Opportunities, Threats, and Trends that face a company. Managers can use this tool as a technique in creating a quick overview of their company’s strategic situation. Pearce & Robinson (2009) states,” It is based on the assumption that an effective strategy derives from a sound “fit” between a firm’s internal resources (strengths and weaknesses) and its external situation (opportunities and threats).” This paper will analyze some external and internal forces and trends that could affect a new TruHealth Restaurant and Bakery. This will be determined from a created SWOTT table provided below. Each discussed force and trend will include one primary strength, weakness, opportunity, threat, and trend included in the table. The paper will also analyze at least seven forces and trends and how they pertain to TruHealth. Last the paper will discuss technology and competitive analysis, how TruHealth’s adapts to change, supply chain operations, and any significant issues and/or opportunities for this company. SWOTT ANALYSIS TABLE Factors |Strength |Weakness |Opportunity |Threat |Trend |External...
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...The Heart of Change Appealing to the Heart, Not the Mind Excerpted from The Heart of Change: Real-Life Stories of How People Change Their Organizations By John P. Kotter, Dan S. Cohen Buy the book: Amazon Barnes & Noble HarvardBusiness.org Harvard Business Press Boston, Massachusetts ISBN-13: 978-1-4221-4672-9 4673BC This document is authorized for use only in GMBA-EN-BL_Abr2015_A1 - Strategy Implementation by Pedro Guillermo Ruiz, IE Business School from January 2016 to January 2017. Copyright 2008 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter Introduction of The Heart of Change: Real-Life Stories of How People Change Their Organizations, copyright 2002 Harvard Business School Publishing Corporation. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form, or by any means (electronic, mechanical, photocopying, recording, or otherwise), without the prior permission of the publisher. Requests for permission should be directed to permissions@harvardbusiness.org, or mailed to Permissions, Harvard Business School Publishing, 60 Harvard Way, Boston, Massachusetts 02163. You can purchase Harvard Business Press books at booksellers worldwide.You can order Harvard Business Press books and book chapters online at www.harvardbusiness.org/press, or by calling 888-500-1016...
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...Project MANAGE ORGANISATIONAL CHANGE Identifying strategic direction Among the most useful tools for strategic planning is SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats). The main objective of this tool is to analyze internal strategic factors, strengths and weaknesses attributed to the organization, and external factors beyond control of the organization such as opportunities and threats. Other tools include: * Balanced Scorecards, which creates a systematic framework for strategic planning; * Scenario planning, which was originally used in the military and recently used by large corporations to analyze future scenarios. PEST analysis (Political, Economic, Social, and Technological) * STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors) * EPISTEL (Environment, Political, Informatics’, Social, Technological, Economic and Legal). Undertaking strategic analysis reviewing the current marketing performance. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatics’, Social, Technological, Economic and Legal). SYSTEM: System Pyramid Successful and sustainable transformation efforts require leaders...
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...head: GAP ANALYSIS: INTERSECT INVESTMENTS Gap Analysis: Intersect Investments David Green University of Phoenix Gap Analysis: Intersect Investments The troubles of September 11, 2001 have caused turmoil in the investment community, and Intersect Investments is one of those firms looking to improve their company. The industry has been affected by constant change, and for a company to stay profitable they will need to make change’s to cope with the ever-changing financial industry. Many firms have been losing customers due to lack of trust, and Intersect has been among these companies. Frank Jeffers the CEO of Intersect is aware of the problems and he is trying to make the changes necessary for Intersect to survive. Frank has identified the new vision that the company needs to take to increase profits, and retain customers. Frank’s vision includes offering a wide range of products and services for small businesses and consumers using the customer intimacy model. Frank believes that the intimacy model will result in long-term relationships with the customers, and this is due to the inclusion of trust and value as a part of the intimacy model. For Intersect to be successful, the company needs to identify the issues and the opportunities facing the company. Intersect also needs identify the problems, and ethical dilemmas that they are facing now. The following analysis will help to identify these issues as well as show the end goals and the future vision of Intersect...
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