SWOT Analysis Strengths The internal assessment of an organization begins by identifying the company’s strengths. A company has a competitive advantage over rivals when it is able to implement value-creating strategies using its own resources, capabilities, and core competencies. Ralph Lauren has successfully aligned their core competencies in order to meet demands from their customers and maintain a sustainable competitive advantage over competitors. Distinct Image and High Brand Recognition: Ralph Lauren is one of the most recognized brands in the world due to its premium product lines. With such recognition, Ralph Lauren has been able to expand its product offerings from not only men and women’s apparel, but also into jewelry, fragrances, and home furnishings.
Keywords: Change models, organization development, the comparison of change models, A Comparison of Change Models Lawin’s Change Management Model According to Mindtools.com (2013), the concept of the Lawin’s Change Management model claims that people naturally resist to changes. In order to reduce the resistance, Kurt Lawin (A social scientist who invented the theory) presents three processes in the change model: Unfreeze, Change, and Refreeze, which are based on the behaviour of the people who participate in the change process. Unfreeze. Initially, the first thing that a management has to do is to address with employees why the change has to take place clearly because employees should have an intensive understanding that the change is crucial for the organization before the implementation. The reasons that the change has to take place might be lower numbers in sales, or poor customer service review.
Week1 Topic 1 To survive in a highly competitive environment, a business organization must adapt and change (evolve). Successful organizations seek continuous improvement in how they create and deliver products and services. This can include changing existing processes or inventing new processes. Such process changes are made utilizing a myriad of different methodologies including (but not limited to) CIMM, TQM, Six Sigma, Balanced Scorecard and
COPING WITH RESISTANCE TO CHANGE 4.1 Theoretical approach of coping with resistance to change: 4.2 Coping with the internal restraining forces in “Voulis Chemicals” 4.2.1 Proper Communication 4.2.2 Learning-Education 4.2.3 Employee Involvement 4.2.4 Negotiation 4.3 Coping with the external restraining forces in “Voulis Chemicals” 5. CONCLUSION-RESULTS 6. REFERENCES I.EXECUTIVE SUMMARY The chance of change for an entity, either a person or a company/organization, is rare and, as a result, valuable. It must be respected and, especially for the companies that concern us, should be used as the only way to evolution and sustainability. If a possible change is for the benefit of the company, it should be immediately implemented, taking under consideration the inner resistances, which should be dealt with as well.
Searching for new sources to be competitive is an ever forgoing challenge. Lasting success requires steady and sometimes dramatic cost reductions, quality and delivery improvements, reduced cycle times, and improved responsiveness to customer, competitive and financial market demands. As I think about the best way to respond to these demands, the development of global strategies and approaches, including global sourcing strategies, will become an increasingly attractive option. Well-developed global sourcing strategies should include improvement opportunities. Global sourcing involves proactively integrating and coordinating common items and materials, processes, designs, technologies, and suppliers across worldwide purchasing, engineering, and operating locations.
University of San Francisco “Zara: IT for Fast Fashion” Submitted to Dr. Helmut Buehler In Partial Fulfillment Of the requirements for the course MSIS 625 – IT Policy and Strategy By Cuong Le 4/10/2013 Defining the issues (Background and Problem Statement) Zara’s leadership molded a fast-paced business model where the company has three strategies and they would expect their current IT structure to complement each process of their business and decentralized culture. One of Zara’s strength is that the company has the ability to respond quickly to customers’ demands and fashion trends (McAfee, Pg. 3). Second, they have a decentralize decision making system, which permits store managers to make their own assessments about clothes and trends for their own specific store (McAfee, Pg. 3).
The speed and effectiveness of decision-making is enhanced. Administrative costs do rise and managers in each department may focus on their own product. Customer departmentalisation involves grouping activities to respond to and interact with specific customers or customer groups. The distinct advantage is that the organisation can use skilled specialists to deal with unique customers however a large administrative staff is required to integrate the activities of the various departments. Geographic departmentalisation involves grouping jobs on the basis of geographic sites or areas.
More ever, to serve its regional markets, SingTel has a massive amount of offices functioning throughout cities and regions across the Asia Pacific. Even so, Singtel claims to be a long term investor and hopes to expand its business via careful planning and slowing extending its reach to potential clients around the globe. (Info.singtel.com, 2015) 2. PESTEL Analysis A PESTEL Analysis is a theory used in marketing by various organizations to explore the many external factors that can influence how the particular organization make certain decisions. (PESTLE Analysis, 2015) Following this concept, several factors will be discussed which may help SingTel to maintain and achieve its organization values.
In this age of competitive business, managing change is a huge factor which determines success or failure of an organization. It seems to be that managing change may affect with various change of the organization such as complexity of work processes, cost structures, communication protocols, work environment, employee engagement. It is predictable that change is a sort of challenge. It might be brought risks and disorder into the organization. However, it is widely fulfilled in real world due to its importance and managing change is constantly considered by management theorists, practitioners and business firms.According to Palmer, Dunford& Akin (2009),there are two key images of managing which are management as controlling and management as shaping added to that there are three core images in terms of change outcomes which are intended, partially intended and unintended.
In the given case study; the aim is to propose an apt change model for Plasticast keeping in mind the areas of improvement in terms of practices and procedures followed by the company. Considering the active hurdles faced by Plasticast i.e restructuring styles, frequent change in top-level management and improper recruitment effects, the change agent would like to propose a soft approach model of change. The change management strategy defines the approach needed to manage change in any given situation in an organisation. Before implementing any change in the organisation you must understand the past, present and future implications of the industry. To answer this one must analyse the causes for the changes required and how the implementation of these changes can affect the performance of the organisation and the challenges faced during the change period.