A: Endothon and Techfite are currently operating in two very different cultures. Endothon is a customer-satisfaction driven market culture, while Techfite is a family type clan culture. As they merge and Techfite’s culture is aligned with Endothon, it is important to understand how their cultures operate. Endothon’s market culture is competitive and customer focused. Two examples of this are, Endothon achieving profitability with an external focus, and valuing its primary goals of safety and innovation. This type of culture offers high outcomes in innovation, growth, and profit. Techfite’s clan culture is a collaborative company design using employee empowerment to increase commitment, and stronger results from staff. Techfite, for example, is first, an employee-focused innovative design company with an internal focus, and second, values collaboration in design. Job satisfaction and organizational commitment are likely outcomes from …show more content…
Consistently communicate the above change strategy. 5. Encourage creative problem-solving and eliminate factors that may inhibit change. 6. Use short-term goals and recognize those who succeed in improvement. 7. Bring in more employees as short-term goals are achieved and use them as examples to encourage their peers. 8. Demonstrate how the change has been positive, and ensure leaders are well versed in the new models and ensure the succession with proper manager training. C: To aid in this complicated transition, I strongly recommend a Divisional Structure. This structure is ideal for larger companies with a wide variety of departments. This structure divides personnel into groups based on similar work type or location. For Endothon and Techfite, groups shall be put together according to project or geographical region. This will help Techfite employees and Endothon employees engage and relay culture to one another. I believe this will encourage positive results and increased productivity, during this
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.
The definition of organizational (corporate) culture is a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization. In both American and Northwest airlines, their cultures provide a sense of identity to the members and increase their commitment to the organization. American and Northwest airlines have both been in operation since the early 1900’s. Both company’s employees seem to internalize the values of the company. They find their work rewarding and they identify with their fellow workers.
As we know that a company’s culture, particularly during its early years, is greatly a reflection of the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the Organization’s rules, the structure, and performance evaluation in the company and the people they hire to work with them. This is very much evident in the case o...
At NextGen, we are happy that we are one of the country’s leading consulting firms, yet what we are most proud of is that our work is about connecting people and technology, working together to achieve success in the workplace. As a talent engagement firm specializing in IT services and professional solutions we experience first-hand how technology impacts business. Yet, we also know that it is the people behind technology who create technological change and who make innovation happen. It is an extraordinary time for our industry as we help make these connections, across the globe and at fractions of a second. Our mission is to bring an unwavering dedication and commitment to excellence to every business endeavor.
Set standards of excellence through individual and team pressure with the knowledge that failure will have consequences.
One of the commitments that TechFite made was to support local youth leadership development programs. In an effort to follow through on this commitment, TechFite will support the growth and development of the young community members by teaching and building leadership related skills. TechFite is known for its leadership development. By putting this policy in place, TechFite will be able to follow through on commitments and build trust within the community, continue leadership development, and continuously strengthen relationships within the community by building tomorrow’s leaders. 3.
According to Kotter (1996), the change will need support from key people in the organization to convince the stakeholders the change is necessary. It is important to understand here, the team is made from stakeholders of all levels of the organization to strengthen the expertise, following and momentum of the change (Kotter, 1996). Step three revolves around forming the vision for change. It is important for the stakeholders to visualize the intended outcome of the change, otherwise it makes it difficult to focus on the change (Kotter,
As an emerging leader whose desire is to see progress in his/her organization change is inevitable and necessary. Although change is an important component of moving forward and growing a lot of people resist change, this resistance can be contributed to our fear of the unknown which is what change represent to many people. Hence, when it comes to implementing change it would be best to start off by recognizing and identify what needs to be change ad how to bring about that change. You can’t convince others to go on a journey if you are not aware where you are going.
As we learn from the case study, the Lincoln Electric Company is the largest global manufacturer of machines for welding, which are used in all kinds of construction projects. This means that the company has a large global presence and many employees, so its culture affects thousands of its workers. Even though it is now 2014, the company still has a large market share and very satisfied employees, so clearly the culture leaves employees satisfied and motivates them to work hard for the company.
Going back to DG directorate and the two drivers of change mentioned above, there are many resistors that leaders could face. The first thing that leader needs to do when applying any change is the acceptance of change and the full understanding of the change and its benefit. If the leader passes this stage, then he needs to start thinking of the employees at work and how to explain to them and convince them with the change.
The team needs to establish a policy and procedure which would be a step toward an organizational structure. This process will be a framework that defines formal reporting relationships between the different levels of management. For example, the guidelines can be used as a protocol of the process managers needs to follow to assist their employees through the change process. The team also needs to provide in house trainings for all departments so employees can be aware and implement the new changes. The training will increase skill level and improve staff productivity.
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
Corporate culture is the shared values and meanings that members hold in common and that are practiced by an organization’s leaders. Corporate culture is a powerful force that affects individuals in very real ways. In this paper I will explain the concept of corporate culture, apply the concept towards my employer, and analyze the validity of this concept. Research As Sackmann's Iceberg model demonstrates, culture is a series of visible and invisible characteristics that influence the behavior of members of organizations. Organizational and corporate cultures are formal and informal. They can be studied by observation, by listening and interacting with people in the culture, by reading what the company says about its own culture, by understanding career path progressions, and by observing stories about the company. As R. Solomon stated, “Corporate culture is related to ethics through the values and leadership styles that the leaders practice; the company model, the rituals and symbols that organizations value, and the way organizational executives and members communicate among themselves and with stakeholders. As a culture, the corporation defines not only jobs and roles; it also sets goals and establishes what counts as success” (Solomon, 1997, p.138). Corporate values are used to define corporate culture and drive operations found in “strong” corporate cultures. Boeing, Johnson & Johnson, and Bonar Group, the engineering firm I work for, all exemplify “strong” cultures. They all have a shared philosophy, they value the importance of people, they all have heroes that symbolize the success of the company, and they celebrate rituals, which provide opportunities for caring and sharing, for developing a spiri...
Without elaboration, outline strategies that may either make your organisation a Learning Organisation, or improve its performance as one.
Managers must first evaluate their personal reactions to the organisational change and how they can best accept this change. They must then ascertain the knowledge or training they may need to lead this change in the most successful manner.