1. Though Yahoo! currently struggles to remain relevant as a result of its inability to change its organizational strategy as time passes and make the necessary changes to improve the company, Yahoo! 's new work initiative should not have been an "all or nothing" proposition. Lewin 's three-stage process of change explains that in order to execute change in an organization, the first step that an organization needs to make is ensure that the employees are prepared for the change. Mayer 's plan to improve the company did not include involving the Yahoo! employees to have an input in the employee initiative that was launched in 2013. While the company desperately needed to change its organization design and culture, the process would have been …show more content…
From the perspective of a management, flexible arrangement would not be as desirable as a structured arrangement since it would require more efforts to control and monitor. In mechanistic structures where the structures are highly formalized and centralized, innovation would decreases as communication often follow a chain of command. However, managers would be able to more effectively control and manage the productivity of their employees as each job has a rigid set of standards and guideline. Managers and the top executive would also be able to make important decisions without having to consult with the lower levels, ensuring that management has complete control over the everyday operation of an organization. On the other hand, a flexible arrangement would be more desirable from an employee 's perspective as it would enable employees to display their creativity not have more freedom in their daily work tasks. Working in a flexible arrangement, such as in a flat structure, employees have reported that they feel satisfied with their job as it has enabled them to obtain self-actualization. Without rigid rules and regulations to follow, employees have the ability to try new strategies and ideas, causing innovation to increase within a company. Meanwhile, productivity would decrease from an employee 's perspective if a company decides to enforce a formalized structure because the employees in such settings tend to feel less motivated and satisfied in their job, causing their
A third problem I have found is that Perfect Pottery has a tall organizational structure. The problem with a tall organizational structure is that the problems employees are complaining about do not reach the top managers. This is because in a tall organizational structure there are many levels of management. This can lead to many more problems within the company. This management more quickly. The flat structure does not have as many levels of management. In fact, it has different managers for each
Secondly, CP should incorporate a more flexible environment using an organic structure while incorporating a horizontal approach that will allow them to delegate authority and responsibility. The organic structure would require CP to “depend heavily on an informal structure of employee networks. Astute managers are keenly aware of these interactions, and they encourage employees to work more as teammates than as subordinates who take orders from the boss”
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
Change had always been a value at Winning Ways, but how change is managed is as important as the substance of the ideas. The implementation of new ideas as well as the mobility of the employees within the company became areas of concern. There was a great deal of confusion regarding company decisions and the purpose of certain initiatives. Although there was a commitment to seeking new management approaches, employees felt as though many ideas were pushed off to the side without ever being considered. Others were implemented, such as teams, but the actual structures were not sustained, creating confusion and tension as employees tried to work within a framework that did not always make sense. Although constant change was once embraced as a vehicle for innovation and increased success, it became increasingly difficult for the employees to follow large shifts. While change can create progress, it can also reflect a lack of focus and/or signify a lack of clear interest in a strategy or approach. In order for changes to be effective, they have to be clear and be implemented in a way that allows for their evaluation. Furthermore, as the company continued to hire from the outside, current employees found themselves isolated with no opportunity for upward mobility. New hires often had higher levels of education as compared to older workers who provided experience, were committed to the company, and had a strong interest in learning. Because people often feel out of the loop, it would be wise for Winning Ways to introduce employee involvement programs. For example, participative management allows for joint decision making in which subordinates share decision-making power with their supervisors (Robbins & Judge, 2012). As a result, employees would feel as though their voice can be heard and have a better
This paragraph talks briefly about the history of Amazon and Yahoo and the strategies used by the two companies and their respective core business. Amazon is a Fortune 500 e-commerce company founded by Jeff Bezos in 1994 and launched in 1995 in Seattle, Washington. It was one of the first big companies to sell goods over the Internet. Its mission was offering million books to its customers. Amazon has grown relatively fast and its CEO Bezos has introduced variety of innovations as source of competitive advantage to strive and create the most successful company by adding most value to its customers and shareholders. Bezos continued to diversify Amazon’s offerings with the sale of CDs and videos in 1998, and later clothes, electronics, toys and more through major retail partnerships. Right in 1997, Amazon’s stock began trading in NASDAQ stock exchange. It boomed with yearly sales that jumped from $510,000 in 1995 to over $17 billion in 2011. Amazon’s mission changed to leverage technology and expertise in invaluable employees to provide customers the best shopping experience on internet and became the “Earth most customer-centric company”. The company introduced a new strategy called “Associate Program” which the goal was attracted new customers to its retail storefront and grows sales. This new strategy proves to be the most important advantage and the company’s sales revenue produced by the associates reached 40%. Another innovation announced by CEO Bezos in 2011 was shifted Amazon to tablet marketplace with the introduction of the Kindle Fire. CEO Bezos has invested aggressively to expand and leverage the customer base. By October 25, 2011 Amazon third quarter pr...
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
USA Today has been a widely successful company. When newspapers were the only form of read news, USA Today cornered the market in the national newspaper arena. As the digital age came about, it was time for change. New companies were emerging as leaders in the online news arena, and even established companies were moving towards online news. USA Today had to move in a different direction. They had to deal with staying ahead, or even with the competition.
Overall, this six-step process allows obtaining renewal without imposing it. When the employees see that the new approach is more effective, they don’t oppose resistance to the ongoing changes. A virtuous circle effect also happens, since those problems solved by the improved coordination help to reinforce team behavior and produce a desire to learn new skills.
As a company, our innovative approach forces us to adapt ourselves to changes without allowing them to affect the ongoing projects’ objectives in terms their budgets, schedule and scopes. We believe that the change brings opportunities for innovation as long as we are able to engage with and enact the change. The three phases laid out in figure of the Organizational Change Management Life Cycle help us to ensure that our employees at all levels are in a better position to embrace the proposed changes. Apple’s effective change management, ultimately, brings greater ownership of the change when our employees’ insights, ideas and actions are used in building the response action to the
Remove barriers: If follow these steps and reach this point in the change process, and will discuss the vision and build the support of all levels of the organization. The Organization shall review the organizational structure, job descriptions, compensation and performance systems to ensure they are in line with this vision. Create urgency for change to occur, it is useful if the whole society really wants. Develop a sense of urgency about the need for change. This can help the company Alphabet Games spark of motivation to get things moving. It will help to identify potential threats, and develop scenarios showing what could happen in the future. It also examines
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
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...
Google is a multi-billionaire company that was founded by Larry Paige and Sergey Brinn in September 1998. Google housed more than 40,000 employees and it is now still increasing. In 2014, the company has 53,600 employees. There are several products created by Google, some of the well-known are Google Search, Google Scholar and Google App.
First of all, organizational structure determines the hierarchy, the levels of communication, and how job tasks are formally divided, grouped and coordinated within an organization (Langton, Robbins, & Judge, 2013). There are six key elements that managers need to address when they design their organization’s structure: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization (Langton et al., 2013). The way in which an organizational structure is constructed and implemented can affect company productivity.
Organizations must operate within structures that allow them to perform at their best within their given environments. According to theorists T. Burns and G.M Stalker (1961), organizations require structures that will allow them to adapt and react to changes in the environment (Mechanistic vs Organic Structures, 2009). Toyota Company’s corporate structure is spelt out as one where the management team and employees conduct operations and make decisions through a system of checks and balances.