Nevertheless, could be really unsocial and unsustainable when it has to work in stable situation, because mainly his peers and subordinates they will not accept or tolerate that style for long periods of time. According to Amok his style could be title as Directive and Pacetting, which means that entails command and control behavior that at times became coercive. It also involves leading by example and personal heroics. The advantages of these styles are that it fuels innovation, productivity and growth but on the other side ultimately could erode organizational performance, demolishing trust and undermine morale. This type of style can be observd in Alex when he mention that he had been hired to shake up the product team and launch the product quickly.
Since the beginning of time innovation has been the driving force that has pushed mankind into the future. An Apple computer has managed to constantly introduce products and services throughout the last twenty years built on innovation and creativity. Apple biggest success lies in fostering creativity from all levels throughout its hierarchy where all member of the organization are invested stakeholders. Its brand name is global and will be remember by all generations since conception. The company culture is forward thinking and focuses on the experience of key personnel to achieve its goals along with the best practicing partners.
However, the implementation of GGOL faces huge resistance. Individual Sources: Firstly, there is fear of the unknown among the employees and the top managers. The outcomes of GGOL are uncertain, employees feel like their safety and job securities are threatened, especially resignation of plant managers has already happened. Secondly, individuals have habits. They prefer to work in their accustomed ways.
According to the recent annual report published by the company, its group sales in 2009 are found to be 59.4 billion euro (Tesco, n.d.). Business Strategy Tesco’s well established and consistent business strategy has enabled it to strengthen the core UK business and expand into new markets successfully. Tesco’s business strategies are mainly focusing on huge domestic market of financial services, telecoms and non-food. One of the main objectives of Tesco’s business strategy is to create sustainable long term growth and according to the company this could be achieved by expanding into global market. The company initially focused on Asia and central Europe.
The company has seen great year-over-year growth and plans to stay the industry leader for several toy categories in the future. The corporate structure of the company is strong. 2. What are the organizational strengths and weaknesses? The company has seen an increase in weaknesses over the course of the recall mentioned in this specific scenario.
| Degree of product differentiation | Rivals in the entertainment-diversified industry strive to achieve unique, original, and/or exclusive product differentiation to increase market share. | Product innovation | This industry is subject to emerging technologies, especially within multi-media (graphics, audio, video, animation techniques) and its delivery (phone, tablet, internet). Delivering first-to-market products and services drives brand. | Demand-supply conditions | This industry, regardless of economic conditions, is always in demand. This is evidenced by an industry wide average yearly growth rate in sales of 2.6%.
The company has already developed a very good product and there is a great deal of new, exciting and promising ideas floating around. The teams’ ineffective dynamics however hinder the progress and a thorough overhaul of the team processes is needed to accomplish the successful end result. The founders of MGI have gotten to the point where they clearly realized that the sustainability of the company is in danger. Despite their hard work the company is not generating profit. They knew that they “lack specialized industry and market skills” (Polzer 4) and they need a solid business plan.
Moreover, it was very difficult for managers to keep up with. Logoplaste’s managers needed to spend lot of time at training for the very high level, which P&G wanted. It turned out that managers felt not happy and felt that they did not have enough time and resources ti satisfy the customers. However, Logoplaste was suggested to put much more effort on focusing and targeting local companies and firms in its current market. So they believed that local market would not have need in as much services and complexity as contrary markets.
Although confrontation of the aforementioned issues is of paramount importance, the most critical obstacle encountered by today’s managers, is their ability to effectively make decisions that allow the organizations they represent to adapt quickly to change. Without a fast-response to change, companies risk several compelling reasons to “adapt or die,” including a loss of market share to both foreign and domestic competitors; organizational atrophy, occurring as a result of stagnant lines of vertical communication mired in layers of bureaucracy; and missed global opportunities in larger, emerging free markets
Aarco Products Inc./Solution Identification Javier Otero American Public University MGMT 495 Professor Christi Smith Aarco Products Inc./Solution Identification Aarco Products is suffering from tumultuous productivity cycles, financial difficulties, and an organizational structure that has no backbone. Flexibility and trust will be vital when discussing organizational changes with ownership that may lead to resistance due to current financial difficulties. Leadership must be unified and provide a clear plan of implementation to its employees and why the changes are necessary to eliminate employee concerns. Without this knowledge, it will be difficult for employees to fully grasp the changes. Management must communicate with employees during every stage of change to address any fears and concerns.