Hoya Lens Ltd. Brought major changes in production and brings a new vision and move the organization forward. Their changes were made to the system and structural level, representing the organizational culture. The organization must examine the impact of changes to specific elements of organizational culture and trying to figure out what strategy and tools will use to be more beneficial in the future.
Introduction
The strategic plan of Hoya Lens Ltd. Is to ensure quality production process and products to offer customers the full ultimate eye care solutions and trying to be part of their life. (Hilhorst and Schiemiemann 2002, Organizational culture, Open University 12 p299). The company task is implementing new (CNC) machines into production
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If the company decides for changes, his role is assisting to management team to keep employees informed about the situation and help to change the strategy and bring new development and better communication for staff, stakeholders and pass the information’s those who need it.
Issue
The problem: “employees don’t have the skills to work on new machines and completion of the task will take far longer than anticipated”. Before the company goes forward to solve the problem they need to look carefully and deeply what went wrong, and how deep this problem affects employees and their work. In this situation organization decide to arrange the meeting for production management and stakeholders. At the meeting is necessary to inform all stakeholders about the situation, then analyze the problem, make a plan and strategy and find a solution for this situation then make a decision. All team members were involved in the solution and they know what is the situation (people do not have enough experience to work on new machines) to figure out what is the main essence of a situation and where the error was occurred. The team qualified this situation as an unknown problem/known solution (Source:
... Chet, as Plant Manager, to operate more efficiently, the change must be implemented to empower employees to make their own decisions and feel confident in doing their work without constant assurance. Every employee and supervisor must be retrained so they are clear on their job description and their responsibilities. Chet will have more time to work on his own projects and feel like an effective Plant Manager at the end of each workday. This change will increase the plant's productivity and the entire staff's satisfaction and development. The important part of instilling the change is to make it transparent to all the members of the organization, ensure they embrace the change, offer and receive frequent feedback from employees, practice effective communication to all the members, and conduct performance appraisals to ensure productivity is meeting company standards.
The primary stakeholders in this case is the employees and managers who are being fired and having to firing good employees because of the change in the companies policy. The customers who are receiving poor service because of the conduct and e...
As owners we are in charge of the management responsibilities, we think that it’s important to acknowledge the concerns of the employees and look at the situation from their point of view. We have noticed that thei...
Thesis statement: In every organization there are systems or patterns of values, symbols, rituals, myths, and practices that have evolved over time. These shared values determine to large degree what employees see and how they respond to their world. How an organization determines the demand for employees is a result of demand for the organization’s products or services. How Northrop Grumman satisfies these goals and demands shall be analyzed.
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
In this case, the main problem is in the intellectual capital problem because the bond and the relationship between the co-workers are weak and only understands the working relationship and working there for a long time. Individual workers have problem in their individual behaviour such as role perception since Aline didn’t know the requirements to fulfill the position in the director post and management style. Excluding for Richard, none of the workers were satisfied and comfortable with their respective jobs and they have no intensity to solve the workplace better to make bond wasn’t significantly
Frank has been working as product engineering manager for 14 months but he had not been told clearly about his objectives as a manager, sometimes he questions his effectiveness as a manager. He is not been able to prioritize his tasks and he often forgets many things he has to do in a day. He tries to be organized by maintaining a TO DO list but still is unable to achieve them. Product engineering department faces the biggest problem of not being able to develop elaborate and error free manufacturing documents which are required by manufacturing to build a product designed by applications department. The current documentation is very poor and its causing delays in production as inexperienced operators are unable to proceed with certain products, als...
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
This would pull the company together strengthening it in the face of incoming competition while keeping all its existing structure and value system intact. Rather than take away responsibility from the employees, the functional specialists together with the functional operators’ level would introduce dynamic measures of collecting and coordinating operations across the whole company and thus, not only giving direction but keeping everybody well informed about market conditions/trends and company focussed and prepared for future changes. Teams will then be able to take better decisions in view of the overall company’s short and long- run strategy. Knowing that the company is stable and well prepared for future contingencies boosts the employees’ and shareholders’ confidence.
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.
This essay gives a basic idea of what organizational culture is, and emphasis on the controversial issues of managing organizational cultures. As there are various definitions for organizational culture, and none of them are universally agreed. Therefore, for an easier understanding by readers, the definition of organizational culture given in this essay focusing on levels of culture, and will be discussed t together with Schein's(1983) framework. Before talking about managing organizational cultures, the types will be introduced first. Because, there are some descriptions about managing different types of organizational cultures, in the following content.
1) He is facing huge protestation from the employees due to their angriness. This is because the employees are resisting the change in the organisation which is break out in the form of their protesting nature.
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...
In any organizations management would have to contend with any unavoidable changes that might take place. New machines, equipment, unstable business environment etc. can bring these changes. Successful implementation of the product therefore depends on the ability of the management to deal with the changes and resolve any emerging conflicts there from.
Right now, there is a low supply of workers leading to a shortage which means that instead of trying to hire full-time workers Ashok should try to look to different strategies in order to account for the shortage. He could do so by making opening positions for part-time workers, employ contract workers, outsource work and essentially try to reduce that gap. Ashok should have been prepared for this shortage by forecasting the firm’s demand for future employees. By looking at the market share growth of 8% in 2009 to 30% in 2015 Ashok should have predicted the need for more workers and arranged accordingly. This is a major problem because, with a high demand and low supply, it causes an influx of unqualified