External or Internal Hiring: Tanglewood should hire internally for management positions and externally for entry level positions. A successful organization should be grooming their future leaders from the start anyway, so that when the time comes, there is an ample amount to choose from. Core or Flexible Workforce: Tanglewood should keep a core workforce. I would strongly advise against them hiring temporary employees. Although helpful, temporary employees will not maintain the cohesive employee and company culture as would permanent employees.
To stay ahead innovation is critical – a software company like Valve needs to be the first with the new game or software, once someone else has developed it then your product has lost significant relevance in the market. This makes the environment unstable, the strategic focus must be about innovation. As mentioned in the case study, Valve believes formal structures “limits staff innovation potential” therefore, I believe they have structured their business to give their employees flexibility to maintain motivation which in turn encourages innovation. 3. What problems do you foresee that Valve may encounter as it grows beyond staff numbers of 300?
After Jobs death, the identity of the company took a hit as well as their market share. To counter this, apple had to get creative with it’s techonolgy and even recently, at the release of the newest phone, displayed features to it’s phone that had never previously been touted as “tacky” . To compete and stay relvant, a change had to be made and the change was to do what it’s competitors had
1. How would you define “Frozen Preferences” and what is the impact of this concept on strategy formulation, alternative analysis and recommendation? • Managers don’t like to make major strategic changes once decisions have been made (except in the case of overwhelming evidence) as they will look unprepared and ineffective and their creditability is damaged • Frozen preferences o Management has made a decision and over time analysis shows that their decision may not be the best choice o However they feel compelled to maintain their current strategy even if it is not the best course of action. • As management preferences becomes a larger part of the organization (personnel changes, budgets etc), it becomes more and more difficult to change direction. o A tendency to avoid reversing changes even if it was not the best choice o In reality, past expenditures are sunk costs and the organization should use a clean slate to look at new choices, but to the manager, this will come at great personal loss.
Management also discussed the possibility of those employees who had no intention in learning the skills conducive to function in an EMR based facility. The team believed this could cause an increase in employee retirement, terminations, and a reduction in volunteer employees because of noncompliance. Even more than finance pressures of implementing the EMR system, management thought that the community impact and political influences would also be a huge presence that could hinder a successful change. Keeping local organizations informed throughout the process is important to preventing possible issues in this area. Change is always hard when it concerns a large undertaking like the EMR system, everyone gets involved.
PAD 515 Week 3 Discussion Carver is missing some very basic values and attitudes. He is missing being considerate, respectful, fair, cooperativeness. The changes that Carver needs to make are numerous. The changes will be difficult for him to sustain, as they are not his “style”, but change can be achieved, as with anything, if he works on his values and attitudes. It will more than likely take his subordinates and co-workers even longer to trust that he has changed and that he will adhere to his new found values and attitudes.
He has a lot of help and many years to come up with this technology. Pushing his ideas to the extreme, he made employees work long hours and on a “need to know basis”. If Jobs never pushed though, the world could be a very different place than what it is now. Fred Vogelstein goes into how risky it was for Apple to “show off” the Iphone for the first time. “Not only was he introducing a new kind of phone-something Apple has never made before- he was doing so with a prototype that barely worked.” (2).
Meanwhile, the case study of Kodak will supplement to each aspect. The term of ‘disruptive technology’ was first coined by Harvard Business School professor Clayton M. Christensen and he suggested that it is a new technology that unexpectedly replaces the existed technology (Techtarget.com 2006). Carefully speaking, this kind of innovation means another different value network to the existed one and generates a niche market, which will eventually disrupt the existing value network and market (Wikipedia.org 2011). The explanation suggests that the disruptive technology is obviously a threat to the incumbent successful firms. It is undoubted that most successful firms have failed to compete with the entrant firms because of the disruptive technology.
This also alludes to Apple products being utilized with or within other company procedures other than as a stand-alone product. Although this may mean that currently there is a slowdown in producing new products it is definitely a progressive step that many companies are taking, such as Goggle and Samsung. Cook’s approach to distribute the innovation efforts across the company and in multiple ways seems to be working. Under this leadership innovation will take enormous confidence and resources but the outcome will position Apple ahead of the pack – again. The success of this strategy will position Apple to overtake Samsung in many of their
Change is painful for some people, because they do not want to change; they want to remain the same. Countless self-help books and score of motivational speakers would tell you to embrace change, and that change is good/what one need to grow. Transforming organizations is tough! It is more difficult than many people realize just discussing changes in strategies can bring on problems for some people. Generally, leaders attempt change efforts that are too mild and then give them too little time to succeed.