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managing change in the workplace
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Motorola Company is a great company having penetrated in the United States market and hence had a fair market share. However, some wrangles had led to Motorola losing its glory where its customers left it, complaints increased and it was moving very slowly in digital production. Motorola had a very bad culture that involved internal rivalry and internal competition. Divisions within the company used to compete with each other instead of working together in their investments and exchange ideas in production. Their culture was too much of engineering driven and Galvin the chief executive officer of the company felt that this culture was not in line with the goals and vision of the company (Georgia, 1998).
A change was needed and Galvin was working furiously to get Motorola back on its feet. Motorola needed to be resurrected so that it could be recognized as much as the customers fancied it in the past. Galvin wanted to ensure divisions within the company cooperated to produce something of great worth. He wanted to discourage the culture of internal competition. Galvin wanted to imp...
Roth was in charge of emergency of Nortel, be that as it may it was affected by both individuals and capital business sector forms. Roth settled on the choice to change Northern Telcom to Nortel and put resources into the web notwithstanding doubt and uncertainity from numerous individuals. The Board of Directors of this organization didn 't know about the money related status of the association which demonstrates that the executives, Roth as CEO, and workers didn 't know about great business hones. Business includes a system of human communications (Collins, 2011). The ascent of Nortel was to some degree from the consideration the organization got from the media and the financial specialists. This consideration affected the choices that Roth
During his absence, with John Sculley in power, the focus shifted to maximization of profit, and product design suffered. Steve Jobs theorized that is was one of the reasons companies decline. “My passion has been to build an enduring company where people… make great products… the products, not the profits, were the motivation. It’s a subtle difference, but it ends up meaning everything”.
the CEO at Home Depot, Robert Nardelli’s tenure was marked with heavy-handedness and inflexibility. Robert Nardelli’s leadership styles was autocratic. He utilized a command, control and conquer approach. He dictated policies and procedures, decided what goals were to be achieved, and directed and controlled all activities without any meaningful participation by the subordinates. He was in full control of the team, leaving low autonomy within the group. Before Nardelli came onboard, the managers of Home Depot had enjoyed independence under the laid-back entrepreneurship leadership style of Bernie Marcus. Almost immediately after Home Depot got Nardelli, he embarked on an aggressive plan to centralize control. He neglected the build relationships, inspired and aligned purpose, and create open communication with his team. He also disregarded the care of his shareholders. He was obsesses with goals, objectivity, and accomplishments within the boundaries of the values of the company. He
Every organization will experience a change of leadership at some point or another. CEO’s of organizations will move on to take on different challenges in their lives or many of them will retire. There are few changes that can occur in an organization that could have a larger impact than a change at the top of the management chain. According to Firoozmand (2014) resistance from employees is an occurrence that is a part of the natural process of change. This is no different in the event of a change of leadership. New leaders will bring in a new vision, culture, and expectations that employees may not be ready or willing to accept.
It has been concluded that Nortel’s growing dominance in its markets in the 1990s “led to a culture of arrogance and even hubris combined with lax financial discipline. Nortel’s rigid culture played a defining role in the company’s inability to react to industry changes.” (McFarland, 2014). While Nortel was increasing its revenue between 1997 and 2000 through a spree of acquiring other partners and tripling its share price in the same period, the company lost focus on profitability and was in a very tough position (McFarland, 2014). Nortel misread the market and was not prepared to respond to increased competition from Japan and other competitors. The accelerating rate of technological change and the power shift to customers was just too much for them. The bad taste they left in key customer’s mouths made them feel that Nortel would not be around for the long term to fulfill their promises. Their lack of resilience, strategy, structure, poor financial management, business processes, people and culture decreased the company’s ability to adapt to keep up with competitive advantage. (Nisen, 2014). Nortel, made textbook errors like failing to communicate, meet commitments, and possess a firm technology knowledge (Nisen,
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Tel was used to develop the culture of strong teamwork and togetherness. There is no hierarchy in the structure of the company. However, the dissonance of its culture and system is the main factor that led to One Tel decline. One. Tel failure had been indicated since there was a sharp fall in its share price in 1999 (Cook, 2001).
Jack Welch is one of America’s best known and most highly respected corporate CEO’s of all time. Vadim Kotelnikov’s website Leadership and New Management Secrets discusses how Jack Welch’s vision to restructure General Electric to a “unique learning culture and boundaryless [sic] organization” has help make GE one of the fastest capital growing companies. In the 1980's he was said to be “the biggest S.O.B.,” but today his management techniques are now credited with empowering the employee (“Jack Welch Gurus”). Management guru Jack Welch, former CEO of General Electric, has been instrumental ...
General Electric Corporation is a multi-billion dollar conglomerate founded in 1892. The company was founded in Schenectady, New York to capitalize on the patents of Thomas Edison and the use of electric power through generation and distribution. Now a blue chip publicly traded company that has branched out beyond its core into arenas such as aircraft engineering, television, and home appliances to name a few. Over the years the corporation has been through different management models that have brought innovation in many forms that have allowed them to be envied by companies around the world. Despite great success since its conception, like many companies who can withstand the test of times, it’s natural for them to become self-absorbed, which can have a negative impact on the company structure as a whole. Coming across someone like Jack Welch who can think out of the box and in a manner that doesn’t strain the resources of the company but expands the thinking of the company as a collective unit is needed to continue the legacy of innovation in all aspects of business.
Organizations do not change, people do (Sullivan and Decker, 2009). A manager’s responsibility is to manage people. Change is difficult for most people and managing through the change process is not an easy task. Many theories on managing change exist, but they basically have four elements: assessment, planning, implementation, and evaluation (Sullivan & Decker, 2009). A manager’s role is to examine each of these elements and apply them to the people that he or she leads.
O'Grady, J.D. (2008). Recent Titles in Corporations That Changed the World. In Apple Inc... Santa Barbara, CA: Greenwood. Retrieved from http://ebooks.abc-clio.com/reader.aspx?isbn=9780313362453&id=GR6244-4
Lewin’s Change Management Model has been around for a long time. According to Middaugh and Grissom (2012) Lewin’s change management model’s development started in the 1940’s and considered one of the best models for organizational change. The use of a change model is to understand change and what in the organization is in need of change. One of the reason’s this model is still used is because of the simplicity of it.
However, during the 1990s, Philips and Matsushita both faced major challenges to sustain their position in the market. Changing profile of the industry and globalization forces made Philips and Matsushita’s organizational models and competitive advantages obsolete, and brought up the need for drastic actions. At the brink of a new century, the battle of two giants unraveled with CEOs from both sides implementing another round of strategic initiatives and restructurings. The pressure put on new CEOs was enormous – wrong st...
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).