NEED week 3 student responses and THOSE 2 Assignments due ASAP-A+ work as usual Thank u!!!
FIND attached this weeks 4 student responses –my similar discussions due SAT! and responses to these students due MONDAY and the WEEK 4 assignment THANK YOU!!!!!!!!!smirky
WEEK4 DISCUSSIONS
Readings
Read the following chapters in your text, Managing Organizational Change:
1. Chapter 8: Implementing Change: Change Management, Contingency, and Processual Approaches
2. Chapter 9: Linking Vision and Change
Recommended Reading
The following articles can be found by clicking the Library link in the left navigation bar. Select the ProQuest database from the table and search by author last name and article title within the database
1. It is recommended that you read the following article to gain further understanding of the use of facilitation to drive successful change initiatives:
a. Büchel, B., & Moss, I. (2007). Using facilitation to drive change: The change leader’s guide. Perspectives for Managers, (150), 1-4. (Document ID: 1305556001).
Discussions
To participate in the following Discussion Forums, go to this week’s Discussion link in the left navigation:
1. The Vision “Wow” Factor
Find the vision statement of five different companies that you are interested in. You can get these from either annual reports or from online
searches. You may also use the vision statements listed in Table 9.4 of your text. to the following and respond to at least two of your classmates’
postings.
· Choose and paraphrase two different frameworks from Table 9.3 in your text.
· Assess the vision statements in relation to the two frameworks.
· What are you conclusions about each of the visions? Do they have the “wow” factor? Why or why not?
2. Vision and Organizational Change
Locate one journal article that discusses vision in relation to specific companies going through organizational change. The change could be
growth, decline, or some form of restructuring. Provide a complete APA citation of the article.
· How does each commentator link vision to the change?
· Is vision an explanatory variable for understanding why a change succeeded or failed?
· How would you rate the tone of the article in relation to vision: positive, neutral, or negative?
· What overall message would a reader receive about vision after reading the article?
· How influential do you think such articles are on the managers who read them?
Respond to at least two of your classmates’ postings.
Assignments
To complete this assignment, go to this week’s Assignment link in the left navigation:
British Airways
Read the case study: The British Airways Swipe Card Debacle from the end of chapter 8 in your text. Review the swipe card story, drawing on each of the following change perspectives discussed in chapters 7 and 8: organizational development, sense-making, change management, contingency, and processual. Answer the following questions in a three page APA style paper; include outside sources to support your answers.
a. From each change perspective, what are the key issues to understanding the wildcat strike?
b. Assume that you have been retained as a change consultant by BA management to advise them on how to avoid such a situation in the
future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice
to BA management? If appropriate, role-play the presentation of this advice to senior management of BA.
c. Is there one change perspective, or a combination of change perspectives, that provides the best way of understanding the swipe card
issue? Why?
d. What broad conclusions emerge from this analysis?
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
Week 4 Guidance -INSTRUCTOR
Week 4 Objectives
· Compare and contrast organizational vision statements.
· Assess the effectiveness of organizational vision statements as they relate to change initiatives.
· Discuss the relationship between organizational vision and change.
· Examine the stages of change commitment and their impact on the organization.
According to the International Association of Chief’s of Police one of the greatest challenges facing law enforcement organizations today is the successful recruitment and retention of highly qualified employees. The safety of the community may be compromised when substantial experience and training is lost through staff turnover and vacancy. It is of utmost importance for law enforcement organizations to recruit, select and retain personnel who will bring to the department and community a strong commitment to and talent for the job.
Law enforcement agencies require innovative strategies to distinguish themselves from larger departments that may seek qualified individuals from the same applicant pool. The smaller law enforcement agencies have unique characteristics and are often excellent models of community policing. Quality police work is more clearly defined by the quality of public safety and the satisfaction of the community, not by the size of the police force (McKeever and Karanda, 2000).
The Margate Police Department is a medium sized law enforcement agency situated in Northwest Broward County Florida. The Department provides law enforcement services throughout a geographical area of approximately 10 square miles with a residential population exceeding 55 thousand residents.
In order to continually attract and recruit the best-qualified law enforcement applicants, the Margate Police Department’s Recruitment efforts must be continually monitored and updated. The Department’s goal to create a more culturally and ethnically diverse workforce is paramount to the recruiting efforts. The national trends affecting the available workforce include:
A shrinking labor force;
Imbalances in education;
Advances in information technology;
According to a 2005 workforce diversity report, racial minorities will make up 24.8% of the nation’s population and 34.7% of new entries in the labor market.
The challenge of striving toward attaining the highest caliber of individuals available within a new setting will involve every member of the department. This will require creating an environment in which diversity is valued, understood and utilized effectively. In order to create a more representative cross-section of employees, the Margate Police Department must make a strong commitment to welcoming and integrating employees from diverse backgrounds.
The citizens of Margate expect that their police force will be more educated than the average person and because a police officer’s job duties are more complex than ever, a higher level of education and a broader range of skills must then be sought by the Department.
Strategy as Rational Thought
“A company’s strategy consists of the competitive moves and business approaches that managers employ to attract and please customers, compete successfully, grow the business, conduct operations, and achieve targeted objectives” (Thompson, Strickland, and Gamble, 2005, p.3). When considering strategy as rational thought, one may consider this theory as one wherein strategy is viewed as a series of logical processes, through which management decisions evolve and are later implemented. Within this framework, the strategy of an organization begins with management decisions as to the direction the organization should be directed. Manager’s will determine the vision for the organization, establish objectives, and implement processes directed at the achievement of objectives. Throughout the strategic process managers will evaluate the progress of the organizational strategy and take corrective action to adjust for reduced performance and results. In this context, strategy as rational thought is reminiscent of a strategic plan used to identify and cope with industry demands. “Although strategic planning is billed as a way of becoming more future oriented, most managers, when pressed, will admit that their strategic plans reveal more about today’s problems, than tomorrow’s opportunities” (Hamel, 1989, p.152).
Strategy as Revolution
The view of strategy as a revolution has evolved through the years and is described by LaBarre (2003) as “successful companies, he found, tend to swim upstream, pursuing higher-end, higher-margin customers with better technology and better products” (para.3). This perspective puts forth an ideology that the strategy of an organization should be based in the pursuit of new technologies and dismissing of what might now be considered old technology. Additionally, the cliental of the organization will also change to yield higher profits and shareholder returns. In so far as this strategy may work within the private sector of business, attempts to utilize this strategy in a governmental setting may be impossible to implement on a full scale. This is primarily due to the inability of managers in government to determine not only their cliental, but also the ability to provide shareholder returns in the form of profits.
Strategy as Resource Allocation and Accumulation in the Firm
As defined by Thompson, Strickland, and Gamble (2005), “a company’s value chain consists of the linked set of value-creating activities the company performs internally” (p.98). When joining the organizations value chain with a SWOT analysis, a more clear representation of the resource based view of the company will begin to emerge. Identifying the key activities that an organization performs well and those activities that would be better served to be performed by someone else must be undertaken. As in the case of the Margate Police Department, each of the activities related to recruiting are conducted and managed from within the organization. Therefore, each of the key processes that create the value chain of the organization may be analyzed to determine where improvements or corrections should be and can be made. The primary activities of the Margate Police Department involve providing law enforcement related services. These activities are supported by processes within the value chain such as the human resources function. It is within this secondary activity that the recruiting strategy evolves and most significantly impacts the strategy of the overall department. There is a direct correlation between the allocation of resources to this secondary function and the effective operations of the police department. For example, if the department personnel allocation to the recruitment function is limited to a single individual, then the effective coverage area is reduced by the knowledge and success of that one particular individual. Whereas if multiple resources are assigned to this task there is overlapping of coverage and a more effective means for recruiting qualified applicants in a timely manner.
Strategy as Technology Leadership
The view of strategy as technology leadership underpins the competitive processes through which an organization operates. According to Thompson, Strickland, and Gamble (2005), factors that indicate diversification is appropriate include the following: “expansion into industries whose technologies and products complement its present business, when it can leverage existing competencies and capabilities by expanding into businesses where these same resource strengths are valuable competitive assets, when diversifying into a closely related business opens new avenues for reducing costs, when it has a powerful and well-known brand name that can be transferred to the products of other businesses” (p. 237). In this regard it is within the interests of an organization to identify how it may most appropriately diversify its activities or internal processes to position itself in the marketplace as the low-cost provider, best-cost provider, or as one having broad differentiation.
References
Hamel, G., & Prahalad, C.K. (1989, May/June). Strategic intent. Harvard Business Review, 63-77.
LaBarre, P. (2003) The industrialized revolution. Fast Company Magazine, Issue 76. Retrieved from Business Source Premier.
McKeever, J., & Kranda, A. (2000 Summer). Best Practices Guide International Association of Chiefs of Police Services, Support and Technical Assistance for Smaller Police Departments Recruitment and Retention of Qualified Police Personnel. Big Ideas for Smaller Police Departments, 1(2).
Thompson A., Strickland III, A., and Gamble, J. (2005). Crafting and executing strategy: The quest for competitive advantage; Concept and cases, 14 Edition, New York, McGraw-Hill, and Irwin.
The Vision “Wow” Factor
Find the vision statement of five different companies that you are interested in. You can get these from either annual reports or from online searches. You may also use the vision statements listed in Table 9.4 of your text. to the following and respond to at least two of your classmates’ postings.
· Choose and paraphrase two different frameworks from Table 9.3 in your text.
· Assess the vision statements in relation to the two frameworks.
· What are you conclusions about each of the visions? Do they have the “wow” factor? Why or why not?
STUDENT RESPONSES—
Wow Factor
Shaan French
4/21/2013 10:33:54 PM
The Vision “Wow” Factor
The following vision statements were posted on the Buzzle.com website (Dutta, 2012)
Amazon. Our vision is to be earth’s most customer centric company; to build a place where people can come to find and discover anything they might want to buy online
Kraft Foods. Helping people around the world eat and live better.
The Walt Disney Corporation. To make people happy.
Walmart. Worldwide leader in retail.
Macy’s. Our vision is to operate Macy’s and Bloomindale’s as dynamic national brands while focusing on the customer offering in each store location.
Microsoft. A personal computer in every home running Microsoft Software.
Amazon
Kraft
Disney
Macy’s
Microsoft
Metais:
1. It is a dream—it provides emotional involvement
2. It is excessive and not attainable within current actions or resources
3. It is deviant – it breaks conventional thinking and frames of reference
Amazon appears to represent Metais perspective with exception to number 3. I don’t think they are deviant.
This vision statement seems to represent all of these criteria, because it is such a large ambition.
This is no different to the large ambitions of Kraft.
This does not seem as if it reflects Metais’s characteristics, because there really is no “wow’ factor.
Yes, I think this reflects Metais’s characteristics because it is a huge goal to have every personal computer owner to run one specific software.
Duke
1. Aspirational – tells what can be
2. Compelling – is appealing and sways people towards action
3. Directional – identifies paths and actions
For the most part Amazon also reflects Duke’s perspective, though I’m not sure it sways people toward action.
Aspirational, yes. Compelling, yes.
Directional, not sure. There is really no call to action regarding direction. Overall it reflects Duke’s characteristics.
Once again this is no different than what I said about Kraft. The only component lacking is the directional characteristic.
Asprirational, yes.
Compelling, no.
Directional, no. Macy’s needs to work on this vision statement.
This reflects Duke’s characteristics fairly well with exception to the directional component.
Only a couple of these vision statements have the “wow” factor for me, and if I utilized Metais and Duke as my guides I would say that Disney and Kraft would be my front runners in the “wow” factor, Amazon and Microsoft in the middle, and Macy’s dead last.
References
Dutta, R. (2012, March 27). Vision Statement Examples. Retrieved April 21, 2013, from Buzzle.com: http://www.buzzle.com/articles/vision-statement-examples.html
Palmer, I., Dunford, R., & Akin, G. (2009). Managing Organization Change: A multiple perspectives approach (Second ed.). New York: McGraw-Hill Irwin.
Respond
RE: Wow Factor
Instructor Frankenhauser
4/24/2013 7:39:31 PM
Hi Shaan,
Thank you for your examples. When creating vision statements wi want to discover and describe the organization’s core Ideology. This may be accomplished by asking a few questions. What are the core values that inform members what is important in the organization? What is the organization’s core purpose or reason for being?
Respond
Natalie Mell-Discussion 1
Natalie Mell
4/24/2013 7:01:36 PM
1: Oceana: seeks to make our oceans as rich, healthy and abundant as they once were (1 and 2)
30 Example Vision Statements. (n.d.). Top Nonprofits. Retrieved April 24, 2013, from http://topnonprofits.com/examples/vision-statements/
2: ASPCA: That the United States is a humane community in which all animals are treated with respect and kindness
30 Example Vision Statements. (n.d.). Top Nonprofits. Retrieved April 24, 2013, from http://topnonprofits.com/examples/vision-statements/
3: Wells Fargo: We want to satisfy all our customers’ financial needs and help them succeed financially
Our Vision. (n.d.). Vision and Values:. Retrieved April 24, 2013, from https://www.wellsfargo.com/invest_relations/vision_values/3
4: Comcast: As Comcast evolves, we continue to look to the future – seeking out new communications technology, new opportunities, and more choices. We want to continue to provide people with the communications products and services that connect them to what’s important in their lives.
Our Vision. (n.d.). Comcast Spotlight. Retrieved April 24, 2013, from http://www.comcastspotlight.com/about/vision
5: Chevron:
At the heart of The Chevron Way is our Vision to be the global energy company most admired for its people, partnership and performance.
Fortune 500 Mission Statements. (n.d.). Fortune 500 Mission Statements. Retrieved April 24, 2013, from http://www.missionstatements.com/fortune_500_mission_statements.html
Oceana
ASPCA
Wells Fargo
Comcast
Chevron
Metais:
1. It is a dream—it provides emotional involvement
2. It is excessive and not attainable within current actions or resources
3. It is deviant – it breaks conventional thinking and frames of reference
This vision statement falls heavily under these characteristics of dreaming, but may be a bit too dreamy and excessive. It does not break conventional thinking, because many people would rather see the oceans clean, than dirty.
There is a large amount of emotional involvement, because it deals with animals and their humane treatment. Unfortunately, it does seem a bit excessive and does not break the frame of mind that one might think it would.
The vision statement is not too dreamy, because it is attainable. The reason it is attainable is because they are speaking about their customers, and not the entire country or world.
This vision statement does not fall under the Metais too well. It is not dreamy and does not break any molds of thought. It is actually somewhat lacking, because it says they want to continue what they are already doing, and does not mention a progression in service or product.
I feel a very strong pull toward Chevron’s vision statement, and would call this having a WOW factor. It is not excessive, but almost pulls the ‘heart-strings’ and makes us feel a part of the Chevron family.
Duke:
1. Aspirational – tells what can be
2. Compelling – is appealing and sways people towards action
3. Directional – identifies paths and actions
This vision statement falls under Duke’s characteristics because it is explaining what could be in the future, and sways people toward a feeling to help the oceans become what they once were.
“Wow”
Very aspirational, and will make people think that animals do deserve to be treated humanely, but does not quite identify how they will get to the goal that the ASPCA desires.
There is not too much aspiration in this vision statement when I read it, but I do feel the sway to become a customer of Wells Fargo, and have that financial stability that the vision statement speaks of.
There is little aspiration, and more stagnant words used. Once again, it does not sway me to an opinion about the company, and somewhat has a direction in mind, but not a progressive direction.
There is not too much aspiration in the vision statement, but is extremely compelling on what we as a customer should know about Chevron. Also, it has a direction on the path it would like to have be a success.
“Wow”
Table 9.3 (Palmer et. al., 2009, p. 255)
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.
Respond
RE: Natalie Mell-Discussion 1
Instructor Frankenhauser
4/24/2013 7:40:04 PM
Hi Natalie,
Thank you for an insightful response. The vision statements are designed to make the biggest impact out of the fewest words. They have a mission to give some insight into the business. many of these businesses become household names because of their vision statements. The WOW factor is the desired response. This is a worldwide economy so appealing to different races, cultures, etc., is critical.
Respond
WOW Factor
Carlos Bautista
4/24/2013 7:17:13 PM
Kraft Foods
LOWES
Heinz
Sara Lee
General Electric
Vision statement
“Helping people around the world eat and live better.”
“We will provide customer-valued solutions with the best prices, products, and services
to make Lowe’s the first choice for home improvement.”
“The world’s premier food company, offering nutritious, superior tasting foods to people Everywhere.”
“To be the first choice of consumers and customers around the world by bringing together innovative ideas, continuous improvement and people who make things Happen.”
“We bring good things to life.
Scott-Morgan et al.
· Aspiration- how the new organization will look
· Inspiration- getting people excited about where they are headed
· Perspiration- helps highlight the work that needs to be done to achieve the vision
Aspiration- Kraft foods do create a vision of what their new products to live better.
Inspiration- people will get excited, the vision statement is specific enough.
Perspiration- The statement is very vague; there is no real road map on how they will get there.
I think Kraft foods gives a wow factor under this template because they continue to achieve the vision.
Aspiration- This does give a outlook of what the organization will do for consumers.
Inspiration- I am a consumer at this store and can see the benefits compared to others stores their statement of providing valued products and innovation.
Perspiration- There does seem to be a road map of how they will get there; they use change as a way to become better.
I would say they that they have the wow factor.
Aspiration- There is a vision of what they want as an organization to be.
Inspiration- I think there is always something to be excited about Heinz statement, I use many of their products.
Perspiration- There is not a lot of direction of how they will accomplish their goals, other than by technology advances.
However it does not see a wow factor with this vision statement.
Aspiration- the vision statement is a long, but there is a clear message of what they want the company to go and be.
Inspiration- This vision statement does provide excitement about where they are headed. It also creates a unity and a vision that Sara Lee creates a feeling of being set apart.
Perspiration- a clear path to the vision statement. It gives clear direction of wanting to be the people’s choice. Also, how they will achieve the vision.
I would say that this does have the wow factor.
Aspiration- This does give a vision of G.E. as a global company with a wide range of products.
Inspiration- vision statement is short, it hits the point. It is cleverly worded in a way that cannot help but excite those that are involved in their goals and vision.
Perspiration- Although a bit vague on direction, it does give enough information that G.E. is moving in right direction and serve as a road map.
I would give G.E. a wow factor, I buy and use with many of their products and in fact have worked for them.
Duke CE
· Aspiration- tells what can be
· Compelling- is appealing and sways people toward action
· Directional- identifies paths and actions
Aspiration- Under this definition I believe it describes what company can be.
Compelling- I believe it sways people to action or direction.
Directional- It gives a brief vision and direction.
I give them a wow factor for their vision.
Aspiration- This does create a vision of what they will be.
Compelling- The vision is compelling. It drives a vision of consumers and innovation.
Directional- It does identify a path as well as how they will achieve their goal.
I would give them the wow factor.
Aspiration- It does describe their vision outline.
Compelling- the vision statement is compelling.
Directional- There a vague direction of how they will accomplish their task.
I would give them a wow factor
Aspiration- It does outline what they Sara lee wants to be and become.
Compelling- I believe that the vision statement will sway people to believe in their products.
Directional- There is clear direction of how they will accomplish their vision.
This does have the wow factor.
Aspiration- There is definitely a vision of what the company is to become.
Compelling- The vision statement, although short, is very compelling. It would sway people to action.
Directional- Although it is lacks in broad pitch method, it does clearly outline the “how.”
I give G.E a wow factor.
Respond
CHARLES
The Vision “Wow” Factor
Charles Hilger
4/23/2013 10:24:40 PM
Sony
HP
AMD
Dell Computers
Apple
Vision Statement
“To create exciting new digital entertainment experiences for consumers by bringing together cutting-edge products with latest generation content and services”
“To view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs”
“A world where the amazing power of AMD technology improves the quality of people’s lives”
“Its the way we do business. It’s the way we interact with the community. It’s the way we interpret the world around us– our customers needs, the future of technology, and the global business climate. Whatever changes the future may bring our vision — Dell Vision — will be our guiding force. So Dell needs full customer satisfaction. In order to become the most successful computer company, they need the newest technology and loyal customers”
“To Make a contribution to the world by making tools for the mind that advance humankind”
Scott-Morgan et al.
Aspiration- how the new organization will look
Inspiration- getting people excited about where they are headed
Perspiration- helps highlight the work that needs to be done to achieve the vision
Aspiration- Sony does create a vision of what their new organization will look like.
Inspiration- Perhaps people will get excited, I am not sure that the vision statement is specific enough. They should not be too broad or specific.
Perspiration- The statement is very vague, there is no real road map on how they will get there.
I give them a “so-so” for the wow factor under this template.
Aspiration- This does give an idea of what the new organization will look like.
Inspiration- I could see some excitement, especially if they truly follow-through with their statement of using their profits to create more innovation.
Perspiration- There does seem to be a road map of how they will get there; additionally, they set-up change as a “norm” and a way to become better.
Under this template, I would say they met the criteria outlined. I do believe that they have the wow factor.
Aspiration- There is a vision of what they want the new organization to look like.
Inspiration- I guess people could get excited by this statement, however there does not seem to be much substance.
Perspiration- There is not direction or road map of how they will accomplish their goals, other than technology.
There is no real wow factor with this vision statement.
Aspiration- Although the vision statement is a little long, there is a clear message of what they want the new company to look like.
Inspiration- This vision statement does provide excitement about where they are headed. It also creates a unity and a vision that is “Dell Vision” which creates a feeling of being special.
Perspiration- There is a clear path that the vision statement outlines. It gives clear direction of what they primary goals are as well as how they will achieve the vision.
I believe this does have the wow factor, although it is a little long for a vision statement.
Aspiration- This does give a vision or look at what the company will look like.
Inspiration- Although this vision statement is short, it hits the point. It is cleverly worded in a way that cannot help but excite those that are involved in their mission.
Perspiration- Although somewhat vague on direction, it does give enough information that could serve as a road map.
I would give this the wow factor, and in fact would rate this one #1 for me.
Duke CE
Aspiration- tells what can be
Compelling- is appealing and sways people toward action
Directional- identifies paths and actions
Aspiration- Under this definition I believe it does tell them what they can be.
Compelling- Maybe, there is no real action or direction.
Directional- It gives very limited direction.
Once again, I give them a “so-so” review for wow factor.
Aspiration- This does create a vision of what they can be.
Compelling- The vision is compelling. It drives a vision of partnership and innovation.
Directional- It does identify a path as well as how they will achieve their goal.
I would give them the wow factor under this template.
Aspiration- It does outline what could be.
Compelling- It is arguable if the vision statement is compelling.
Directional- There is no real direction of how they will accomplish their task. They mention technology but that is about it.
There is no wow factor for me.
Aspiration- It does outline what they will become.
Compelling- I believe that the vision statement will sway people to “believe.”
Directional- There is clear direction of how they will accomplish their vision.
This does have the wow factor.
Aspiration- There is definitely a vision of what the company is to become.
Compelling- The vision statement, although short, is very compelling. There is no doubt that it would sway people to action.
Directional- Although it is lacking a little in method, it does clearly outline the “how.”
I give this a definite wow factor.
Table 9.3 (Palmer, Dunford & Akin, 2009, p. 255)
References
Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.
DISCUSSION 2–Vision and Organizational Change
Locate one journal article that discusses vision in relation to specific companies going through organizational change. The change could be growth, decline, or some form of restructuring. Provide a complete APA citation of the article.
· How does each commentator link vision to the change?
· Is vision an explanatory variable for understanding why a change succeeded or failed?
· How would you rate the tone of the article in relation to vision: positive, neutral, or negative?
· What overall message would a reader receive about vision after reading the article?
· How influential do you think such articles are on the managers who read them?
Jeffrey
In 2009, Chrysler was at the brink of bankruptcy with the recent drop of world economy, auto sells and production sitting at factories. The article points out the management had to make decisions of what to sell off and what to keep in the Chrysler name in order to continue to big one of the big three US auto markers.
How does each commentator link vision to the change?
The vision of Chrysler is to maintain and grow in the US and make affordable autos for individuals o purchase.
Is vision an explanatory variable for understanding why a change succeeded or failed?
The vision of Chrysler was the variable for the sale and reorganization to succeed. Chrysler back in the 1980’s was building and selling Jeeps, Trucks and autos consumers wanted to buy.
How would you rate the tone of the article in relation to vision: positive, neutral, or negative?
The article spoke about the necessary changes Chrysler had to endure in order to stay afloat even under Federal bankruptcy protection. It was more on the lines of neutrality and explained the necessary reorganization the company needed to go through.
What overall message would a reader receive about vision after reading the article?
The message was an introduction of hope for the organization. After reading the article you draw on the sense of how bad off Chrysler was as an organization, why they went into bankruptcy and how selling off different parts and pieces along with new leadership were confident they could turn the company around.
How influential do you think such articles are on the managers who read them?
As a manager the article lets me know what actions maybe required to reorganize an organization and the strength it took to change Chrysler. The extreme Chrysler took to come out of federal bankruptcy took lot of vision and dedication to turn the organization around.
Reference:
Zino
, K (June, 2009)
Chrysler Sold to Fiat. Immediate Organizational Changes Are Announced
Retrieved from http://www.thedetroitbureau.com/2009/06/chrysler-sold-to-fiat-immediate-organizational-changes-are-announced/
Respond
Vision and Organizational Change
Charles Hilger
4/24/2013 8:20:30 PM
Locate one journal article that discusses vision in relation to specific companies going through organizational change. The change could be growth, decline, or some form of restructuring.
The company that I identified is DSM, the Dutch chemicals and life science group. In 2000, DSM identified some trends that were concerning regarding their industry and profitability. They created the “Vision 2005 Strategy” as a way to transform the company in order to ensure profitability and long-term success. Simply put, DSM’s strategy was to completely change their market by shedding itself out of the petrochemicals and energy business and to become a multi-specialty company designed to increase profit through expansion as well as opportunities in new markets. The company created this vision as a 5-year plan (O’Driscoll, 2005).
How does each commentator link vision to the change?
The vision is a direct link to an immense change and structure of DSM. Not only did the vision change the companies market entirely, their marketing strategy as well as company itself had to go through massive changes. The vision created a direct link to action, which included the new markets as well as growth and expansion into China (O’Driscoll, 2005).
Is vision an explanatory variable for understanding why a change succeeded or failed?
Absolutely, DSM Vision 2005 Strategy was a detailed road map to why the change was being implemented as well as how the company was going to proceed in the transformation process (O’Driscoll, 2005).
How would you rate the tone of the article in relation to vision: positive, neutral, or negative?
The article was written in what I would estimate a neutral to positive tone. The article seemed to be authentic and objective. The article was also written after the 5-year mark that DSM had set as their goal for obtainment (O’Driscoll, 2005).
What overall message would a reader receive about vision after reading the article?
The overall message is one of success for DSM. They successfully transitioned from a company that had previously been in the energy and petrochemicals industry to a company that had multi-specialties in areas such as nutrition and performance products; and although the company did not hit their profit benchmarks in all of their specialty areas, some of those were exceeding those benchmarks. Another important thing to note is that during the transition the company saved millions of euros by transitioning from an industry where profits were declining to one that was increasing (O’Driscoll, 2005).
How influential do you think such articles are on the managers who read them?
This article would be very influential, especially when you look at the wholesale changes that were made. This article outlines a company that not only went through a massive transformation; it also completely changed its market and strategy. It is in my opinion very impressive. The strategy and vision needed to accomplish this task would have to be near perfect.
References
O’Driscoll, C. (2005). DSM goes forward with vision. European Chemical News, 82(2152), 24-24. Retrieved from http://search.proquest.com/docview/224665726?accountid=32521
Respond
VISION AND ORGANIZATIONAL CHANGE
Carlos Bautista
4/24/2013 8:27:42 PM
Vision and Organizational Change at General Motors
Jobs in traditional organizational models are grouped by function into departments; this was the case at General Motors. (Jex, 2002) General Motors was divided into different independent automakers; Buick, Cadillac, Oldsmobile, Chevrolet, and Pontiac. Each independent automaker was operated differently and competing with each other. The competition among its own independent automakers and lack of centralization was costly! (Taylor, 2004)
How does each commentator link vision to the change?
General Motors vision was to restructure their workforce and protect external stakeholders such as its customers and local communities were General Motors’ factories were built. Some of General Motors’ vehicle brands were discontinued making upgrading or servicing particular vehicle models difficult for customers and trying to centralize and unify company and thus create change. Through their determination and service with this change general motors quickly went save workforce.
Is vision an explanatory variable for understanding why a change succeeded or failed?
I think that the transformational change drastically changed the diverse workforce at General Motors. The staff, including management, at General Motors and had to learn a central set of skills; each independent auto maker was using different computer software causing inter-corporation communication to be difficult and sometimes impossible. The staff at General Motors all had to learn a central software program; this included all General Motors global offices as well. This was a large undertaking but in the end communication was more productive and easier. General Motors engineers also had to centralize and learn each other’s methods of design and engineering. Staff needed to learn to communicate and work as a team not as individuals completing a particular piece of the puzzle.
How would you rate the tone of the article in relation to vision: positive, neutral, or negative?
General Motors’ transition from the traditional organizational model to the transformed organizational model caused positive and negative change. Some communities suffered horribly during this transformation; families losing jobs, people losing their home, businesses having to close or downsize, and towns having to rethink their existence. Some of the positive changes that occurred were; General Motors became one corporation working together, operational costs decreased due to streamlining functions and operations, and effective communication methods were established.
What overall message would a reader receive about vision after reading the article?
As I read the article I would think that the reader is made aware how at time changes the need for change for the success and future of company. The support systems that are put in place at General Motors are to ensure that the transition can be successful. The transformed organizational model is to be centralized and unified; a team versus several individuals working towards common goals. With a transformed organizational model corporations are run in a more streamlined manner and that it is a more cost effective manner of running a corporation. A transformed organizational model does not have several departments, all performing different tasks and with different needs.
How influential do you think such articles are on the managers who read them?
I would say that articles can be very influential to the manager and would play a major factor in decision making process within an organization especially when it deals with the workforce, General Motors’ customer base, and local communities that surrounded General Motors’ factories. I think at times going from a traditional organizational model to a transformed organizational model will help general motors in the future and its global market.
References
Jex, S M. (2002). Organizational Psychology: A scientific practitioner approach. , New Jersey: John Wiley & Sons, Inc..
Taylor III, A. (2004, April 5). “GM gets its act together: How America’s No. 1 car company changed its ways and started looking like…Toyota.” Fortune, 149, 136-146.
Respond
Natalie Mell-Discussion 2
Natalie Mell
4/24/2013 9:25:53 PM
Sears Holding Corporation
A number of corporations have experienced severe change in the past decade. One of those corporations is the Sears Holding Corporation. In 2011, up to 80 stores were scheduled to close and 4,000-9,600 employees could potentially lose their job. One commentator and CEO Lou D’Ambrosia states, “We can do better than this, we will do better than this” (Petrecca, 2011, para. 14). This quote suggests that Sears Holding aspires to not only be good, but also be the best, especially compared to their comeptitors. “”We believe that one of the primary issues is that the company has underinvested in its stores base, especially when compared with its peers” (Petrecca, 2011, para. 10).
In the Sears Holding case, their vision initiated the change. They aspire to be a competitive retailer and be unique to their customers. Vision is also used to hold the legacy that Sears Holding has created in their history.
With vision and a legacy in mind, this article presents Sears and its employees as fighters. It is a very positive take on the future changes that will occur and how they are going to achieve those goals. The article shows leadership and a positive take on a negative situation. This will leave the reader with a message that Sears Holdings will take-back what they built. This vision is translated as a company that will stop at nothing to please their customers. A customer would support the company after a tough attempt to climb back to the top.
Support from the customers in this case will raise brows to management teams. They may take notes and advice from the downsizing. Any manager that may keep a close eye on an event such as this would learn from the mistakes that the specific company has made. Also, these articles may influence a change, so the manager’s company does not have to experience the same downsizing.
Petrecca, L. (2011, December 30). USA TODAY. USATODAY.COM. Retrieved April 24, 2013, from http://usatoday30.usatoday.com/money/industries/retail/story/2011-12-29/sears-releases-sears-kmart-closings-list/52272742/1
