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thesis on culture and change management.
organizational culture change case study.
organizational culture change case study.
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The goal of this paper is to identify the steps management at Harrison-Keye Inc. needs to take to make culture changes. The gap analysis identifies three issues that require immediate attention and new leadership. The fact that Harrison-Keyes Inc. has to stop and take stock of what they can and cannot do is critical to their success. This is due to their inherent lack of resources to implement their e-books initiative and its misalignment with their vision and mission statements.
Situation Analysis
Issue and Opportunity Identification
Harrison-Keyes Inc. management does not understand project management nor project implementation techniques. Management did not fully define the elements of the e-books initiative evidenced by the fact that Mack Evans, CIO, stated his hardware and software were incapable of delivering the e-books as planned. The vendor handpicked by the implementation team was having problems delivering on time due to inadequate estimates of the resources involved to deliver certain elements in a timely manner. Management did not align end state goals for project implementation with the capabilities and resources within the organization nor were these goals aligned with the vision and mission statements. Meg P. Mc Gill's email of March 24th 2004 shows a glowing endorsement of her vision for e-books. Her follow up email to Marsha Goldfarb, Senior V.P. Marketing, asks for estimates of industry growth in e-books. Basically management bought into Meg's strategy for e-books without any prior evidence or research outlining all the specific steps required to insure success. Management had several projects running simultaneously. They had a vendor digitizing the vast company catalog of books, they had their internal CIO running the software and hardware solution which was integral to delivering the e-books, they had an author threatening a lawsuit and defection over legal rights while their staff was still evaluating how to protect those legal rights, they had public relations issues with the authors and delivery issues hurting shareholder confidence with no one working the public relations issues. The opportunities for all stakeholders are pitted against the strategy and implementation of the e-books initiative.
Stakeholder Perspectives/Ethical Dilemmas
The stakeholders in this scenario are the shareholders, management, and the authors. Basically each stakeholder is interested in maximizing value and the ethical dilemma shared by them is how they can do that at the other stakeholder's expense. Can management satisfy the authors need to protect their copyrights so to insure adequate income? Can management maximize capabilities and reduce costs so shareholders see value and dividends?
Employee motivation and rewards are effective means to retain employees. When an employee is motivated, his or her needs are being met. When an employee is unmotivated, his or her needs are not being met which results in a high employee attrition rate. Riordan Manufacturing is experiencing a high attrition rate. Riordan Manufacturing has 3 plants and employs 550 people. Recently, Riordan hired Human Capital Consulting to perform an analysis on the underlying issues that are causing the decreasing employee satisfaction and to recommend courses of action that will address the underlying issues. Research has been done to identify the issues and opportunities, the stakeholders and ethical dilemmas, and the end state vision. A gap analysis has also been performed to determine the gap between the current situation and the end state goals. Riordan Manufacturing will use this information to determine the best way to proceed towards improving its working environment for the employees.
This book details the “adventures” of Jim Barton, the head of Loan Operations for IVK, Inc. Barton was the head of Loan Operations until his boss, CEO Carl Williams, asks him to become the CIO in order to help turn the IT department around. The only disadvantage is that Jim does not have any kind of background or extensive knowledge of IT.
(c) Hydrogenics Corporation financed its assets mostly through debt. In 2013, it had 84.6% debt and 15.4% equity. Similarly in 2012, it had 89.7% debt and 10.3% equity. Its debt to equity ratio was 5.50 times and 8.72 times in 2013 and 2012 respectively. The debt to equity ratio of Hydrogenics Corporation is a concern to creditors. Potential creditors might be reluctant to extend credit to the company.
The current economic downfall has forced many organizations to strategically restructure and downsize. Broadway Brokers is not immune to these economic challenges and has been faced with competition from discount brokers and Internet brokerage services. Broadway Brokers position of holding the largest market share has been jeopardized by their slow reaction to the shifting changes within the industry. Broadway Brokers staff possessed strong selling and interpersonal skills however lacked in their knowledge of the high tech skills that had been inundating the market. The organizations lack of adapting to new technology and their absorbent overhead was threatening their profitability. The organization was faced with the need to restructure, consolidate, and implement employee layoffs in order to remain competitive with the current financial climate. Rumors of impending office consolidations and staff layoffs had existed for some time. However, the CEO commentary in a Financial Times article confirmed such gossip. In fact, decisions had already been made by top management to enact a structural plan that would severely curtail offices, close offices, and reduce the level of employees across the organization. Top management was firmly fixed upon downsizing and consolidation and was now relying on its management staff to come up with a plan to implement a transition. A dozen of the company’s most respected managers – everyone from assistant vice presidents to managing directors were join together to devise a plan for change (Jick & Peiperl 2003).
A great deal of information was covered this week such as, the necessity in which businesses need to effectively plan and set objectives, the strategies utilized and how they are executed to obtains results, and how managements decisions can potentially affect those results. Although each topic covered was found to be interesting and informational, there was something in particular that struck a chord, which was how business establishments have to be flexible and adaptable and in many instances plan and change their strategies of today, in order to keep up with the evolving technology of tomorrow. Something that one often thinks about is how individuals use technology today and how companies that provide that technology are adapting. For instance, author Richard Daft of the textbook, Management, 12th ed. brings to light the potential issues that Intel is facing explaining “As another example of an external threat, Intel, whose microprocessors power most PCs, is being hurt by the decline in demand for personal computers as more people turn to tablets and smartphones.” (Daft, 2016, pg. 259). After reading this, one wanted to take a deep look into what it is exactly that Intel intends to do to overcome this obstacle and found some
Organizational culture is the belief system that incorporates the values, beliefs, and norms of the organization’s members. It is a guide system that tells the members of the organization how to think and act while performing the job functions. By the 1900’s when Engstrom experienced its first downturn it was operated by a manager that “lacked the sophistication with technology necessary to find quick solutions and was inept at working with an increasingly militant union” (Beer and Collins, 2008). By 1998, Ron Bent was hired to salvage the remains of the company and at that time the structure , or the organizational culture, should’ve been outline. The lack of establishing an organizational culture impacted the company in several ways: Ron Bent missed the opportunity to define the vision or the overall company direction, the opportunity to give stability and continuity to the company, and the opportunity to stimulate employee
Blandino, S. (2012). Amazon’s Culture: How to Shape an Enduring Organizational Culture. Retrieved from: http://www.faithvillage.com/article/81939068ed36450197491582db1d7b21/amazon
For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the c...
The key managerial problem which John Fahey is facing is to decide as to whom the e-commerce head should report, in the current organizational structure of NGS, so that the new position gives him enough freedom to leverage the growth opportunities of the e-commerce platform efficiently. How much span of control for the new head is required to cope with declining print media sales and build the right balance between allocating investments and revenue allocations across different product units of the organisation? He should also have enough exposure to build strong customer relationships and brand loyalty by improving the membership program using e-commerce.
A Review and Assessment of Its Critiques, Journal of Management, SAGE. Viewed on5th April 2011, at http://jom.sagepub.com/content/36/1/349.full.pdf+html
The culture of an organization is the set of values, beliefs, behaviors, customs, and attitudes that helps its members understand what the organization stands for, how it does things, and what it considers important"(Griffin, 49). In other words, "the way things work around here" (Dr. Williams). In order for any small business or large corporation to be successful, the employees must understand what is expected of them. While things might be slightly different in a large corporation versus a small "mom and pop shop", the goal of both is the same. MAKE THE BUSINESS MONEY. The topic of my paper will be on makes a good corporate culture.
Culture is “a system of shared beliefs and values that develops within an organisation and guides the behaviour of its members” (Schermerhorn et al. 2011). It plays an important role in any organisation. For instance, in Woolworths we can se...
The owners alone should have the power to benefit from their discoveries. Copyright is the way to enforce this. In 1976, the Copyright Law was established to protect the works of those that conceived them (US Copyright Office, 2012). It is illegal to use someone’s work without authorization. Limited use can be arranged through payment to authors and writers (US Copyright Office, 2012). The parties can work out a specific contract that describes exactly how the work is allowed to be used. This contract is called a “license” and can be granted every legitimate person involved come to an agreement (Software and Information Industry Association. 2016) (US Copyright Office, 2012).
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...
The Cultural Web Aligning Your Organization's Culture with Strategy. 2013. [Online]. Available through: . [Accessed on May 14th, 2014].