Its long history of success is jeopardized as they are risking not only their reputation but also market share to other publishing companies. The new appointed CEO, William Guardo, whom is replacing Meg McGill as she failed to promote and deliver the idea of an online store where customers could buy digitalized copies of Harrison-Keyes publications instead of hard copies of these. Bill does not like the idea of this store; in fact, he has given the leadership team 30 days to accomplish the implementation plan or he will relocate funds and resources into other projects. William has over 30 years of experience in the publication business, however, he has a little high-tech experience and the new store might be out of his comfort zone and knowledge. However, the new CEO gives Harrison-Keyes the opportunity to use his extent expertise and vast list of contacts to effectively deal with the e-store.
“In some organizations, selection and management of projects often fail to support the strategic plan of the organization… An integrated project management system is one in which all of the parts are interrelated” (Gray & Larson, 2005, p. 32). Implications of organizational culture on project selection The reason for considering the e-publishing project was because there was a great need for innovation to combat the stagnation H-K was facing. Newly hired, Meg McGill did not take into account that an organizational culture was already established, and the effect of her proposal on the key constituents of the organization. The venture was met with resistance from three critical areas of the organization: employees, clients and technology.
While many factors greatly influence downsizing at a gr... ... middle of paper ... ...r new jobs and the lack of people to perform other jobs. Looking to the future needs to be continually stressed. Usually when a company downsizes, the results end up exactly the opposite of what they wanted, and it is usually because of the lack of planning. There are many issues involved in a corporate downsizing and with appropriate planning these issues can usually be resolved. While employees terminated usually get all the downfalls of a downsizing, the corporation had to downsize for a reason.
In March 1991 Apricot was chosen as main contractor for the hardware, while System Options was in charge of software development. There were early signals that both Apricon and System Options in this project were facing bigger challenge than they’d ever met before, and LAS did not consider references that claimed both lack of technical skills and ability to keep the time limits. In the period between this and January 8 when the system was to be finished LAS experienced some internal problems with reduction and restructuring in both budget and staff which led to lack of stability and less satisfying working conditions. The employees were not involved in the development process and there were no training or education provided. At the same time they understood that the system wasn’t working to expectations and that they wouldn’t make time-limit.
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.
People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective. “Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter). The first error leaders make is not establishing a sense of urgency.
In this paper, one will find a gap analysis between Global Communications (GC) senior management and other key stakeholders in the organization. The current situation is that of Global Communications, a telecommunications company that is in the need of changing its strategies of competition in the growing market in order to maintain its presence in the industry. If changes are not made, Global Communications will no longer exist in the ever growing telecommunications market. This change consists of outsourcing and forming new call centers that will increase technical sophistication and improve profits along with increasing the company's growth. The decision to do this has caused an issue within the organization due to the lack of communications between senior management and key stakeholders (Union/employees) as to where this strategy leads to downsizing and the loss of jobs, loss of benefits, and pay cuts for those who will be relocated.
Competition increased and the technology needed to keep up was not properly addressed. Once the shares hit an all time low, the board members were under tremendous pressure to develop and execute a plan of action immediately. The second major cause of Global Communications' current issues is the decision to not include the Union of the proposed changes. The Union recently made sacrifices for the financial losses experienced by the company. The union as Global Communications being unappreciative of the efforts received the lack of involvement in the development of the long-term plan of action.
Fire Kovecki and Hedges from computer operations. They do not have enough experience, not motivated and did not pay enough attention to the new system. Conclusion MidSouth Chamber of Commerce is an organization that rely heavily on their information systems. Lassiter, Hedges and Kovecki who has no information technology background were taken into computing operations. Introducing a new system is not an easy task until an organization has senior IT professionals and backup plans.