...100.5million GBP in cash for Mr. Van Meerden and keep Mr. Van Meerden, Mr. Oosterhouse and Mr. Witt in their current roles and hiring the culture consultant .Before the completion of the purchase, all financial statements must be audited by a third party and Delft will be responsible for any undisclosed liabilities that Mega Industries discovers after the sale, including a 20% penalty. The quality evaluation In investment perspective, 100.5 million GBP is a good deal due to the Europe belt market is worth far more than 100.5million GBP. This acquisition can help Megaindustry improve his market share in Europe and fit to current Megaindustry’s globalize strategy. To achieve this strategy, maintain the production, sales and operation is important. Keep Mr. Wit can keep production line working, keep Mr. Oosterhouse can maintain the relationship with the key buyer in Europe and keep Mr. Van Meerden can insure the family business style operate well. However, they can just take money and run away, to avoid this harsh situation, RBS should make more deal related to knowledge sharing and data transferring. Specifically, after knowledge sharing, Megainsdustry can still run Delft without these 3 people. The business culture in Japan and Europe is quite different, hiring culture consultant may help those 2 companies avoid the culture clash when processing further takeover. The protection in this contract is weak. Although RBS require Delft must audited its financial statements to avoid...
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...Session 2: Organizations over time Explaining Development and Change in Organizations * Van de Ven &Poole (1995) * Change: empirical observation of difference in form, quality, or state over time in an organisational entity (may be an individual’s job, a work group, an organisational strategy, a program, a product, or the overall organisation). * Development: change process * Process theory: how and why an organisational entity changes and develops * 4 basic theories explaining change processes in organisations: *Imminent=bevorstehend Teleology: * assumes that the entity in purposeful and adaptive * needs creativity Dialectical: * e.g. acquisitions: two firms have different “theses” and need to find antithesis * e.g. multinational firm: international and national HQ “compete” * there is no assurance that dialectical conflicts produce creative syntheses * the desired synthesis creates win-win situation * either the maintenance of actual thesis or its replacement with the antithesis creates win-lose * in terms of organisational change: * maintenance of status quo stability * replacement with antithesis or synthesis change Evolution: * Variation: Change from current routines and competencies (intentional & blind) * Selection: Elimination of certain types of variations (external & internal selection) * Retention: Selected variations are preserved, duplicated, reproduced * e.g....
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...their advice and encouragement. When a CEO senses a lack of confidence from the Board, it can trigger uneasiness, defensiveness and avoidance. Although the Board may think it is supporting and coaching the CEO, its tight supervision signals that something is amiss, which inhibits and undermines the CEO. Take the case of Bill Perez, recruited from outside to be CEO of Nike by the chair and founder, Phil Knight. Perez lasted less than 12 months in the job. The drivers of that breakdown were two vicious circles operating in opposite directions and reinforcing one another. What the Board saw: Knight and the Board began to suspect that Perez might be a poor fit. It all started with an early decision to bring in consultants to review operations. As one insider remarked, “Surveys are not Nike’s specialty. It’s not Nike’s culture.”1 The initial doubt was further fuelled by clear differences in management style between Perez and his predecessor. For example, Knight was relaxed about having people spend the bulk of their time in meetings whereas Perez conceded that he was “Not a meeting man. I’m a data guy. I want to see the facts.”2 Knight quickly became concerned that Perez did not really understand the company or its brand. Sensing the uneasiness, Perez redoubled efforts to show that he could add value, but did so in a way that actually underlined their differences. He hunkered down and went out of his way to visit Nike’s biggest retail clients – a constituency that Knight had...
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... | |This project has been funded with support from European Commission. This publication reflects the views only of the authors, and the | |Commission cannot be held responsible for any use which may be made of the information contained therein. | MODULE N°4 RESTRUCTURING AND CHANGE MANAGEMENT INTRODUCTION With rapid changes in economic and technical environment, the firm must be ready to cope withperiod of organisational transitional. Organisational change generates new management issues and managers have to anticipate their strong repercussions since the beginning of change process. The main objective of this module is to give to the future consultant the tools necessary for internal adaptation to restructuring imperatives and managing the change process. This training course is organised over 5 days of 6 working hours facilitated by a trainer whose professional experience will enrich and develop practical insightsinto theManagement Consulting sector. LEARNING OBJECTIVES This training programme addresses the needs of experienced employeeswho must know about the main issues linked to organisational change management. In order to deal with all these questions, this module covers the principal theories associated with restructuring and change management processes. Secondly, it aims to transfer these ideas into practical approaches, for the reality...
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...outsourcing will be highly seen in the service industry rather than the manufacturing industry. When the work is being distributed to other companies, there will always be a scope for the cultural variations which will affect the efficiency of the organization. As the service outsourcing deals with the different cultured people involved, it is highly discouraged to tie up the performance of the company with the cross cultural management of the organization. Hence, the companies are adopting the cross cultural management such that the different cultured people, processes and the operations will be run under a same hierarchy which will be monitored by the management of the organization. In this document, the effect of the cross cultural environment will be discussed in the outsourcing department and how they have faced problems in designing a global strategy to handle the outsourcing. The management theories like Trompenaars will be specified in this document to enhance the knowledge of these theories on the practical life. This theory aimed at the development of the managerial patterns in an organization based upon the different cultural environments. I have chosen Accenture, the world’s largest business consulting organization which will outsource the projects to different countries based upon the requirement. Being a consulting company, my company, Clear Tech business consultants...
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...Nygaard: Professional Autonomy versus Corporate Control ISSN: 1893-1049 Volume 2, No 1 (2012), pp. 11-26 http://urn.nb.no/URN:NBN:no-30971 Pål Nygaard Professional Autonomy versus Corporate Control Abstract: Professionalism and bureaucracy tend to be understood as incompatible systems of work organization, represented by the ideals of collegiality and autonomy versus control and supervision. I present a historical case study from early 20th century Norway examining the potential clash between efforts made toward professionalization and bureaucratization in industry. Based on my findings, I argue that there is neither an inherent conflict between professionalism and bureaucracy nor static national trajectories at the level of professional versus bureaucratic work organization. Keywords: professionalism; bureaucracy; engineers; engineering; history; transnational Pål Nygaard Centre for the Study of Professions, Oslo and Akershus University College of Applied Scineces Contact: Department of Innovation and Economic Organisation, Handelshøyskolen BI, 0442 Oslo, Norway Pal.Nygaard@ bi.no Page 11 For a long time, theories on professions brought forth the contention of an inherent conflict between professionalism and bureaucracy, contributing to a division between the sociology of professions and organizations. During the past decade, various scholars have contested both the argument of conflict and the fruitfulness of division (Bourgeault, Hirschkorn, & Sainsaulieu...
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...------------------------------------------------- What Is Your Ethical IQ? Being a school leader requires individuals to make ethical decisions. White and Wooten (1986) have suggested that ethical behavior results from the intersection of four constructs: values, norms, science and laws. They suggest that these constructs help to shape our responses to ethical dilemmas or problems. In the section that follows, there are ten real-life dilemmas from education. Each of the dilemmas requires a choice. Give your first reaction to each question by answering no, depends, or yes. Your responses should reflect what you believe you would actually do in the situation, not what you think should do or believe is the best answer. 1. You have just been hired as a new curriculum director for a suburban school district, and you have been attending a conference sponsored by the state educational agency. You had planned to fly home on Saturday, but two friends from a neighboring school district that you met at the conference are driving back by car and have invited you to join them. They suggest that in riding together you can discuss the suggested curriculum changes that were presented at the conference. It would be a good opportunity to network with others on the four-hour trip instead of flying, which would take two hours. In addition, they would drop you off at home and your family would not have to make the thirty-minute drive to the airport to meet you. It would be stimulating...
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...change, are likely to be most successful one. For this reason, many firms and institutions are alert to the need of continually monitoring their structure and procedures with a view of improving them. This article focuses not only on the change but the whole process of change – starting from the introduction to the consolidation of change. Definitions of change: o As a society, we have been moving from old to the new. And we are still in motion. Caught between eras, we experience turbulence.' - JOHN NAISBETT Change is inevitable in the life of an organization. o According to Stephen P. Robbins- change is concerned with making things different. Things must be different because they change constantly. o Change can be defined as – when an organizational system is disturbed by some internal or external force, change frequently occurs. Change as a process, is simply modification of the structure or process of a system. It may be good or bad, the concept is descriptive only." Outside environment of the organization is ever changing, even socially and politically we are always on the move, looking for newer and better ways of doing things. The industrial revolution & shareholders and other stakeholders demand in an organization today also presses the organizations to move. Added to this, the globalization and inter-cultural exchange had made us even more susceptible to change than ever before. We are becoming increasingly expected to adopt new techniques, due to the fast...
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...conc About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training...
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...London College of Business and Finance MBA Through Resource Development International (RDI) Managing Change in Organisations Assignment [pic] Report on Change at Little Chef, Popham, Hampshire Submitted by: ……………… Report on Organisational Change at Little Chef, Popham, Hampshire Index Page 1 Introduction and Terms of Reference 3 2 Research 3 3 Abbreviations 3 4 Little Chef, the case study 5 4.1 Background 5 4.2 The main objectives of the organisational change 6 5 Forcefield Analysis 7 6 Evaluate of change management effectiveness 16 6.1 Create a sense of urgency 17 6.2 Pull together the guiding team 18 6.3 Develop the change vision and strategy 19 6.4 Communicate for understanding and buy-in 20 6.5 Empower others to act 21 6.6 Produce short term wins 22 6.7 Don’t let up 22 6.8 Create a new Culture 23 7 Assessing change objectives 23 7.1 Balanced Score Card 25 7.1.1 Finance 25 7.1.2 Customers 26 7.1.3. Business 27 7.1.4 Learning and growth 27 7.15 Recommendations 29 Bibliography 30 Annexures 36 Channel 4 Summaries of TV series 41 Managing Change in Organisations Report on the Business Process Transformation Of Little Chef, Popham, UK January 2010 1 Introduction and Terms of Reference ...
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...many of the world’s great halls. Two that particularly impressed the group were not on the usual greatest-hits lists. One was the Berlin Philharmonie, a dramatically expressionistic composition of terraced and overlapping tiers completed in 1963 to a design by Hans Scharoun with acoustician Lothar Cremer. The other acoustical standout was Suntory Hall, 1986, in Tokyo (Yasui Architects), where the acoustical consultant had been Nagata Acoustics, a firm well known only in Japan. In the meantime, an architectural subcommittee winnowed a list of 80 architects down to four who would compete for the commission: Gottfried Böhm, of Cologne, Germany; Hans Hollein, Vienna; Project: Walt Disney Concert Hall, Los Angeles Client: Los Angeles Philharmonic Association, the Music Center of Los Angeles, Los Angeles County Architect: Gehry Partners—Frank Gehry, FAIA, partner; James M. Glymph, partner; Craig Webb, project designer; Terry Bell, project manager Consultants: Nagata Acoustics, L’Observatoire (lighting); John A. Martin & Associates (structural); Theatre Projects Consultants; Rolf Jensen & Associates (fire protection, accessibility); Manuel Rosales (organ) Contractor: M.A. Mortenson 11.03 Architectural Record 135 PRO JECTS M ay 1987....
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms. BY GYET, DAVID U11AT1038 PROJECT SUBMITTED TO THE DEPARTMENT OF ARCHITECTURE, FACULTY OF ENVIRONMENTAL DESIGN, AHMADU BELLO UNIVERSITY ZARIA IN PARTIAL FULFILLMENT FOR THE AWARD OF BACHELOR OF SCIENCE (BSc.) DEGREE IN ARCHITECTURE AUGUST 2015 DECLARATION I hereby declare that the work in this project titled “ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms.” has been performed by me in the department of Architecture, Ahmadu Bello University Zaria under the supervision of Arc A.S Salisu. The information derived from the literature has been duly acknowledged in the text and a list of references provided. No part of this project report was previously presented for another degree or diploma at this or any other institution. ____________________________ _______________________ Gyet David Date (U11AT1038) . CERTIFICATION This project report entitled “ASSESSMENT OF THE USE OF BUILDING INFORMATION MODELING (BIM) IN THE NIGERIAN AEC INDUSTRY. A case study of selected firms.” By GYET DAVID (U11AT1038) meets the regulations governing the award of the degree of Bachelor of Science in Architecture (BSc. Architecture) of Ahmadu Bello University, and is approved for...
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...An overview of strategic alliances Dean Elmuti Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Yunus Kathawala Lumpkin College of Business and Applied Sciences, Eastern Illinois University, Charleston, Illinois, USA Keywords Strategic alliances, Competitive advantage, Success Introduction Nike, the largest producer of athletic footwear in the world, does not manufacture a single shoe. Gallo, the largest wine company on earth, does not grow a single grape. Boeing, the pre-eminent aircraft manufacturer, makes little more than cockpits and wing bits (Quinn, 1995, p. 1). Abstract Strategic alliances can be effective ways to diffuse new technologies rapidly, to enter a new market, to bypass governmental restrictions expeditiously, and to learn quickly from the leading firms in a given field. However, strategic alliances are not simple or easy to create, develop, and support. Strategic alliances projects often fail because of tactical errors made by management. By using a well managed strategic alliances agreement, companies can gain in markets that would otherwise be uneconomical. Considerable time and energy must be put forth by all involved in order to create a successful alliance. It is essential that corporations enter into strategic alliances arrangements with a comprehensive plan outlining detailed expectations, requirements, and expected benefits. ``How can this be?'' you ask. These companies, like...
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...GE 1301- PROFESSIONAL ETHICS AND HUMAN VALUES UNIT I & II – HUMAN VALUES The Story of a Carpenter An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave the house- building business and live a more leisurely life with his wife enjoying his extended family. He would miss his paycheck, but he needed to retire. They could get by. The contractor was sorry to see his good worker go and asked if he could build just one more house as a personal favor. The carpenter said yes, but in time it was easy to see that his heart was not in his work. He resorted to shoddy workmanship and used inferior materials. It was an unfortunate way to end his career. When the carpenter finished his work and the builder came to inspect the house, the contractor handed over the house key to the carpenter. “This is your house,” he said, “it is my parting gift to you.” What a shock! What a Shame! If only he had known he was building his own house, he would have done it all so differently. Now he had to live in the home he built none too well. (Modified from LIVING WITH HONOUR by SHIV KHERA) Do we find ourselves in similar situations as the carpenter? Moving through our work hours fast paced, driven to “get the job done”, without much thought to moral values. How do we regain our focus as individuals and organizations? This is the challenge for the employee and the employer. Ethics are fundamental standards of conduct by which we work as a professional. VALUES Values...
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