Explanation of key concepts and theories
There are many key concepts for the company Aramex, such as the Connections, responsibility, change, function and reflection of the company.
Connections: costumers either companies or individuals, staff members around the world in different branches of the same company, those are the connection that the company has.
Responsibility: the company is responsible for several things in the warehouse and for the products. Safety and security is the most important thing that every company have to consider because there have been a lot of death cases inside warehouses around the world. The company have to be careful because in case of any robbery, damage of goods and for the staff members in case of any injuries. For the security, the company has to employ security guards and put cameras for any case of robbery or similar factors that the security is responsible about. An example of safety and security is if any goods got robbed, aramex is responsible for the stolen goods and have find a solution for that situation. Mostly in such cases the solution will be paying the worth of the goods stolen.
Change: change occurs when the company tries to improve their connections, transportation, setting goals for future in order to improve their reputation and services and satisfying their customers as well as gaining more costumers.
The Function of the company Aramex:
The company aramex has a lot of functions relating to transportation. The transportation process starts in the manufacturer of the goods, once the goods are manufactured aramex choose the best way to transport it from the manufacture to the distributers and the different branches around the world. When the goods arrive to the distributers ...
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...ether cover all regions of the world the same quality standards and techniques consolidated characterized by " Aramex " . The network includes more than 12 thousand offices and 33 thousand vehicles and 66 thousand employees working around the clock to serve clients and provide the coalition their business requirements in more than 240 countries.
Innovation and technology
Innovation is one of the principles entrenched in the culture of “ARAMEX " , and a key driver for the growth of its business , and mainly stems from its commitment to the development of new products and services that meet the various needs of the market by listening to the opinions and suggestions of its customers . The company is keen to reward creativity and celebrated, where ideas come from all sizes of the various levels of the company, to ensure the highest standards of customer satisfaction.
Ralph Nader, Mark Green and Joel Seligman, in an excerpt from Taming the Giant Corporation (1976, found in Honest Work by Ciulla, Martin and Solomon), take the current role of the company board of directors and suggest changes that should be made to make the board to be efficient. They claim the current makeup of the board does not necessarily do justice to the company because “in nearly every large American business…there exists a management autocracy” (Nader, Green and Seligman, 1976, p.570). The main resolution they present is to make the board more democratic with the betterment of the company as its first priority. Currently the board no longer oversees operations, or elects top company executives and they are no longer involved in the business operations to the extent they should be. Nadar, Green and Seligman argue that that all of these things need to be changed. For a corporation so large to be successful there must be separation of powers just as there is in any current government system ( p.571). They claim this is the only and best way to success (Nader, Green and Seligman, 1976, p.570-571).
The most important stage of the value chain is inbound logistics, because they have the chance to build value in advance. Thus, the factors of this phase are considered to be upward action. In this case, logistics task including the goods received from suppliers cargo storage, loading and unloading and the inside of the transport of goods, and lay the product on the shelf. Tesco is trying to retain consumer choice, at the levels of the store, at the same time increase the efficiency of its distribution system. For damaged goods and products quality control program of the application, it provides less unfairly assume cost, company a great opportunity, therefore, to prevent these costs on to consumers by to potentially add value for the company.
Change can be defined as, “the continuous adoption of business strategies and structures in response to internal pressures
In our world today every country has their own set of avowed and ascribed identities for it's population. An avowed identity is one a person gives to themselves, a woman might say she’s a sister or a wife. The opposite of that is an ascribed identity, or how society sees someone. For example, a rich person could be perceived as a snob. To ascribe someone with an identity is to judge them based on societal norms. The entertainment industry in America is no different then it's parent culture. Both men and women in this industry have identities placed on them, and they change based on their career. Women are given more negative ascriptions than men in the media. That is how Americans identify people they read about, with the identities the media gives them. Women are more negatively perceived that men in the music and fashion industry because of their ascribed identities in the media, and gender roles in our nation.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Why do organizations change? With time goes by, rapid development of science and technology had led us to a world full of competitions. Change and stay alert to keep up with the current trend is essential asset to survive in this aggressive global economy. As the framework indicated by Pettigrew, there are two key context factors makes a great deal of effects on the reason for companies to change. Those are outer context and Inner context. Outer context could refer to the surrounding environment around the firm and the global economics status, etc. Inner context could be downsizing, restructuring the Gestalt, or the problem with coherent design archetype. Under the stress of the outer and inner context, forces or triggers will bring out the revolution. Change can be seen in a short term way and also in a long term way. Short term change could be a sudden, discontinuous and frame-breaking rupture which has an impact on the whole organisation, or new forms of management ad structure of the firm itself, or the breakthrough created by the major innovations or even can refers to the impact of new product and new market opportunities. Normally, financial crisis will be an initiative as a trigger to revolution. At first of the revolution, there would probably already has small changes in normal management and structure. As a long term way to apply the change, change agents are needed to do an ongoing, continuous and gradual progression or give some simpler initiatives such as improvements to existing products and product range.
Degree of vertical integration: mixed; some have low cost reservation systems, alliances with regional and international airlines as well as hotels. Hedged fuel costs. Sabre Holdings and Galileo International connect airlines with travel agents. No mention of airlines employing in-house catering.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
Next steps: If this recommendation is accepted, the transportation authorities in other countries should be approached to find out about their opinion of such products and make them aware of capabilities of such products. This will help the manufacturing companies understand the demands and plan their process and output capacity.
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
change management is also called change control, it is an approach to use process, planning, and technique to changeover a group or an organization to show the future state and also achieve the demand of business outcome.（Rune Todnem， 2007）.The meaning of change management which is when an organization grow slowly，and there are cause some internal problem，but it hard to change the business environment，the organization have to work out a change strategy，to adjust and improve internal hierarchy，workflow and enterprise culture，to help the organization transitions well，the key of organization change is management change，however，the success of organization change is come from management change，the change could not make sure the 100% success rate, even lower that makes people often scared and believe” change probably will failed, but not change absolutely will be failed, so realize how to change is important than why need change and change what.
Some of them are, rapid response, it is concerned with a firm’s ability to satisfy customer service requirements. The objective is to reduce inventory deployment to the lowest level consistent with customer service goal. Lastly, transport also plays a very important role to achieve the objectives, it is related to the type of product, size of shipment and distance. Moreover, all these objectives plays a very important role to manage the business of franchising and to achieve its producers goal also customers satisfaction. (Refer figure 1.9)
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).