This paper uses concepts from the strategic design lens to identify the factors that have been facilitating and hindering the change process at Dynacorp. Overall, the company seems to have done a good job of analyzing its fit with the environment and crafting a strategy that is likely to be responsive to that environment. The strategic groupings seem well-suited to the strategic intent, positioning Dynacorp to be a geographically-focused, industry-specific organization that is organized to bring cross-functional talent to bear on the service as well as hardware needs of its customer. Dynacorp has failed, however, to give adequate attention to strategic linking processes, thus decreasing the chances for its organizational change effort to succeed. STRATEGIC DESIGN ANALYSIS The strategic design lens looks at an organization as an operation that has been “deliberately set up to achieve strategic goals…” (Ancona, Kochan, Scully, Van Maanen, & Westney, 1999: M-2, 10).
With that being said it becomes important to set values that everyone will work by. This will help when new employees are added to the team and will also help ensure that the behaviors within the organization are acceptable and beneficial to the overall outcome of the business. The culture should be determined right from the start so the right employees are hired. It becomes important to make sure there is a way of identifying the people that truly allow the company to be successful and not just hire the superstar, not everyone will fit in to all of the different type of organizational cultures. Determining which type of culture to work in will help tremendously when trying to find an ideal business to work for.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
Zander knew it was important to please his customers and grab their attention of new products. Zander’s statements to BizEd Magazine also show what type of leadership he plans on using. He states that ‘Companies that don’t innovate don’t survive, and leaders who don’t innovate are replaced by those willing to take risks. The key to success is to drive innovation.’ This statement does not only apply to just the business world but also everyday life, taking risks is part of living, but even more so in business if risk are not taking the only way to go is down. Risks have to be taken in order to succeed.
• Mr. Mclvor had tentatively decided to reinforce the company’s sales capacity in the industry by considering its either to use brokers or hire and training its own sales force. • In the conclusion part of the case, it was stated that, Mr. Mclvor, recognized that though there were many difficulties to overcome, he didn’t want o let such a profitable opportunity to slip away, and with these thoughts in mind he started to prepare the business
Kellogg Company Strategic and Operational Plans based on SWOT Analysis Kellogg’s continued focus on the company’s ultimate objectives explains why the preparation of the company’s strategic plan or business overview takes centre stage on their list of priorities. Kellogg has not allowed itself to be blinkered by immediate business issues because they understand that a strategic plan is a virtual necessity without which a business is much more likely to stumble and most probably fold. The company strategic plans serve as a framework for securing approval and support. Strategic plans are meant to assist in the explanation of the business to others as a means of involving, motivating and informing their many stakeholders. Strategic planning also helps in the monitoring of the company’s performance and benchmarking.
There is, however, a difference between management and leadership. Which is more effective for efficient and effective supply management? First of all the Purchasing or Materials Management division of a company must align its objective to the organization’s objective. Supply Management professionals must be involved from the start in the development of the company’s business plan to represent the customers’ potential issues. Also, any changes to the business plan will need supply management’s assistance to implement the changes successfully.
Identify and discuss the key issues that are responsible for the resistance to organizational change at GSB INC as stated in the case Change is an event that occurs when something passes from one state or phase to another which denotes the transition that occurs between one state to another Organizational change occurs when a company makes a transition from its current state to some desired future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization, while also maximizing the effectiveness of the change effort. Today’s business environment requires companies to undergo changes almost constantly if they are to remain competitive. Factors such as globalization of markets and rapidly evolving technology force businesses to respond in order to survive. In organizations, inside pressures come from top managers and lower-level employees who push for change.
The reason for this variety is that an organization's structure can make a real difference to the way it performs. That's why some companies achieve success through strict controls and systems, but others that try to duplicate that structure may suffer terrible results. It's also why a start-up company has to evolve its structure over time as it grows, and as its strategy and its environment change. Successful organizations are those that have figured out the best way to integrate and coordinate key internal and external elements. And they understand the importance of reviewing and redesigning their structures on an ongoing basis.
It “creates a magnetic pull towards an organization’s purpose, and is as much about a leader’s presence as it is about their intervention” (Rowland & Higgs, 2008, p.143). Oliviera can achieve the benefits from this method by doing several practices. First, he should connect with employees at an emotional level, push & put first the future purpose of the organization & bring evidence that show that the other competitions are passing them in sales. Also, explain how the world change & this will create understanding why things should change (Rowland & Higgs, 2008). Second, Oliviera should recognize that the leader should pay attention to the organization is not to control it, or is not change people’s behavior, its pick up themes from local levels to create the story for the whole organization that can inspire the organization to move to a new place.