The report is directed at presenting a case study on Organizational behavior that revolves around Scania, the leading manufacturers and marketers of trucks and buses in the world with globally administered operations. Several models and theories of organizational behavior will be highlighted and discussed in this paper.
The paper will begin with a succinct explanation of the Scania and its core business and key operations. Then the explanation will discuss main reasons or forces that enforced management to bring about changes in the organization.
Furthermore, an evaluation and review of the changes that took place in the organization will be discussed as well as its consequence on the Scania’s business. In initiating organizational change, it is imperative to consider the relevant stakeholders and obtain their essential support. Therefore, this report will briefly explain the diverse stakeholders and the impact of organizational change on each of them.
Scania was founded in early 1900 in Sweden. The company is famous as one of the leading manufacturers and marketers of buses and trucks in the world. The company sells a wide range of products and financing services. Scania operates in Europe, Latin America, Asia, Africa and Australia. The company’s range of products and services are:
Scania manufacturers trucks, coaches and buses with high capacity to be used as for tourists commuting in intercity and metropolitan traffic. Trucks, coach and bus operations emphasize on delivering fully built large vehicles based on Scania apparatus to customers. Scania accomplish this through their own bodybuilding operations and through cooperation with chosen producers/manufacturers of coach bodies a...
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...any commercial activity are embraced by management as a fundamental motivational device.
Dixon, R 2003, The management task, Butterworth-Heinemann, Oxford.
Gilley, A 2005, The manager as change leader, Praeger, Westport CT.
Handy, C 1993, Understanding organizations, Penguin Business, Harmondsworth.
Harvard Business School 2005, The essentials of managing change and transition, Harvard Business School Press, Boston.
Kotter, JP 1995, Leading change: why transformation efforts fail. In Harvard Business Review on Change, Harvard Business School Press, Boston.
Palmer, R, Meek, H, and Parkinson, L 2006, Managing marketing performance, Butterwoth-Heinemann.
Sims, RR 2002, Managing organizational behavior, Quorum Books, Westport, CT.
Wiliams, MR 2005, Leadership for leaders, Thorogood, London.
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