Discussion 22

Based on the case study data and the actions taken by Vanguard, which change method do you feel most closely resembles their actions (Kotter’s 8 steps, Complexity Theory, Learning Organization Theory, Green and Sustainability Theory, and Kurt Lewin’s Force Field Analysis (Unfreeze, Change, Freezing)? Explain your reasoning.

How to respond to this in 100 words?For this week's discussion post, we have been given the dubious task of looking into Lewin's Force Field Analysis and how it applies to managers and leaders of an organization. As a broad overview, Lewin gave us the framework to look at how change can be accomplished and the forces that affect, such as external environments and details, that keep the transition from being sustainable (McShane & Von Glinow, 2022). In other words, this gives us as managers a tool to establish a go or no-go approach when instituting change, and we have to overcome the hurdles associated with change via a change agent. As we know, organizational change is one of the most challenging tasks for any manager. It can be a morale killer or a career-ending action if not handled appropriately (Seijts & Gandz, 2018).      An organizational change example was found in my supply chain management due to the overwhelming cost of inaccurate supply usage on ambulances. To…

Steve Easterbrook (Easterbrook ) took over as CEO of McDonald’s Corporation (MCD) from Don Thompson ( Thompson) at the beginning of 2015. This change came at a time when MCD was going through a challenging time. The company was facing challenges on multiple fronts including menu management, quality issues, and new products not delivering sales as anticipated. On the international front, MCD was facing hurdles from regulators in Russia and China. Easterbrook was known for achieving a turnaround of McGinn the United Kingdom and investors and market were hoping for a major turnaround inch in US markets The case bring to light the performance of MCD in a couple of years, giving scope for discussion on the challenges facing MCD both internally and from external competitors and reasons for the failure of its new products, The case also attempts to bring in the leadership roles of both Thompson and Easterbrook As a strategic manager assigned to assist the company in revamping its current…

Q- Assuming that external events have triggered change processes at FIFA, how would you classify events in a PEST framework?   The governing body for world football, FIFA, reached a contentious decision in 2010 to hold the World Cup in Qatar in 2022. In the final round of voting, 14 votes went to Qatar and 8 to the USA. Qatar has no tradition of football, littleb football infrastructure and summer temperatures too severe for competitive high- quality football. Furthermore, before reaching its decision, FIFA's executive committee (exco) was briefed that Qatar was at a high risk of terrorist attack. Investigative journalism in 2014 raised some serious concerns about the processes leading up to the Qatar decision. At the centre of the concerns were claims of bribery and corruption. Allegations were made that substantial sums of money, valuable gifts and junkets made their way from Qatar… ‏ Afew days before the presidential ballot was due, BH was summoned to appear before FIFA's ethics…

What drivers for change do you believe caused Philips to move to a more participatory style of leadership?

When Amazon took over Whole foods, from an organizational change perspective, what is the perceived need for the change (structural, process, cost or cultural)? How impactful is the change, low, moderate or high? What are the barriers to the change? How have past changes been managed? How much change is going on right now? Who are the key stakeholders? Draw a stakeholder map and identify those for, against, and neutral toward the change. How can resisters be neutralized? How are decisions made and how effective are the decision-making processes? What major decisions are being made by leaders when it was determined an organizational change was needed? Task Design: (a) Required Activities/Interactions, (b) Interdependencies, (c) Variety & Scope, (d) other.

Who are the advocates that you have identified for the change with Cigna Accredo Pharmacy? How will they help ensure a smooth transition? Explain.

Business DilemmaThe Broadway Cafe has been in business since 1952 and has never had a single competitor in the neighborhood. One of your employees has heard a rumor that Starbucks might be opening a store a few blocks away. Your staff is worried and is looking to you to provide reassurance that the competition will not affect your business.  PROJECT FOCUS: Determine a strategy for addressing your employees concerns, building loyalty among your customers, and remaining competitive in a changing market.  Be sure to use information technology in your solutions including environmental scanning, competitive advantages, and first-mover advantages.

Can you guys help me with this? Thank you! Here's the case:  New Coke (1985):- Overview: Coca-Cola reformulated its classic drink to compete with Pepsi but faced anoverwhelmingly negative consumer backlash Here's the question:  Comparison: Compare the case study to other similar cases or theoretical scenarios to highlight key insights. * Here are two similar cases to compare: PepsiCo's "Pepsi Challenge" & McDonald's "Arch Deluxe" Please discuss specific about it as much as possible.

Clearly identify and discuss three (3) internal and three (3) external drivers, which Peter needs to consider as part of his strategic planning exercise relative to the case presented. Information from the scenario must be included to support the discussion. Internal drivers: Profits & Revenue, Mission, Vision, Political Environment, Ethics & Coporate Social Responsibility, Corporate Culture External drivers: Innovation/Change, Market Shifts & Creation, Taxes & Regulations, Customer Needs, Technology Advancements, Globalisation, Competitors

For Amazon's company,  Describe the environmental change (rate at which the company’s general and specific environment changes). Is the environment stable or dynamic?   Describe the environmental complexity (the number and intensity of external factors that affect organization). Is the environment simple or complex?   Discuss the key factors in the organization’s general environment and how they have impacted its success   Discuss the key factors in the organization’s specific environment and how they have impacted its success   Discuss actions that management has taken to control its environment   Describe the organizational culture and discuss how that has changed or remained constant over time Discuss how that culture has contributed to the organization’s success

Read the case study and answer the questions that follow: Coca-Cola Co. restructuring business ATLANTA – The Coca-Cola Co. is reorganizing, reducing its number of operating units from 17 to 9 and creating a platform services group. Platform services is intended to improve scale and expertise throughout the nine new operating units. "We have been on a multi-year journey to transform our organization," said chairman and chief executive officer James Quincey. "The changes in our operating model will shift our marketing to drive more growth and put execution closer to customers and consumers while prioritizing a portfolio of strong brands and a disciplined innovation framework. As we implement these changes, we're continuing to evolve our organization, which will include significant changes in the structure of our workforce." The company's current structure includes 17 business units that are under four geographical segments plus Global Ventures and Bottling Investments. After the…

What actions should the executive take to correct the problems at Conifer Corp? What symptoms are identified that something has gone wrong at Conifer Corp?

Based on the strategy -  Clorox must concentrate on a new consumer segment rather than elderly women who are hesitant to spend a lot of money on cosmetics. They should target a younger demographic, between the age of 18 to 34 years, that are ecologically conscious and willing to pay a higher price for Burt's Bees products. For regular beauty customers, Burt's Bees prices are considered prohibitively high. So Burt's Bees should focus on young women who are committed towards the environment and the economy. Burt's Bees should do online advertising and sell its products on major online retail platforms to increase their brand's awareness among younger demographics.Burt's Bees should also expand its product lines and to attract more male customers. It should try to develop specific products for male customers, this can help them expand their customer base. Burt's Bees should also employ social media marketing channels to increase their interaction with their target audience. They should…

Based on the strategy -  Clorox must concentrate on a new consumer segment rather than elderly women who are hesitant to spend a lot of money on cosmetics. They should target a younger demographic, between the age of 18 to 34 years, that are ecologically conscious and willing to pay a higher price for Burt's Bees products. For regular beauty customers, Burt's Bees prices are considered prohibitively high. So Burt's Bees should focus on young women who are committed towards the environment and the economy. Burt's Bees should do online advertising and sell its products on major online retail platforms to increase their brand's awareness among younger demographics.Burt's Bees should also expand its product lines and to attract more male customers. It should try to develop specific products for male customers, this can help them expand their customer base. Burt's Bees should also employ social media marketing channels to increase their interaction with their target audience. They should…

1. What are some of the factors the company had to consider in developing its revised strategy? 2. How did the new strategy affect their current performance?

Read the case study below and answer the questions.Managing Change at Global Green Books PublishingGlobal Green Books Publishing is producing customized eBooks for a local college. It has just received a large order for a new eBook on Strategic Human Resource Management in a Global Context from a senior professor in the business school. This distinguished faculty member is dissatisfied with the current textbooks and wants a customized eBook for use with her on-campus courses, graduate seminars, and her executive education courses. This is the most complex eBook that Global Green Books has undertaken.Because this project is so important to the professor and will be used in so many different settings with differentschedules, the professor made sure that she had her complete eBook request in early to allow sufficient time forproduction. She had selected a broad set of the best papers and had written an introduction and background, along with discussion questions for each section. This…

Read the case study below and answer the questions.Managing Change at Global Green Books PublishingGlobal Green Books Publishing is producing customized eBooks for a local college. It has just received a large order for a new eBook on Strategic Human Resource Management in a Global Context from a senior professor in the business school. This distinguished faculty member is dissatisfied with the current textbooks and wants a customized eBook for use with her on-campus courses, graduate seminars, and her executive education courses. This is the most complex eBook that Global Green Books has undertaken.Because this project is so important to the professor and will be used in so many different settings with differentschedules, the professor made sure that she had her complete eBook request in early to allow sufficient time forproduction. She had selected a broad set of the best papers and had written an introduction and background, along with discussion questions for each section. This…

Answer the questions in one paragraph each

Strategy: An Ethical IssueFrank Sills, the CEO and founder of ENVIRO-WEAR, is facing the first big challenge of his young company. Frank began the company on the principle of environmental consciousness in the manufacture ofsports and recreation wear. His idea was to develop clothing that would appeal to active people who wereconcerned about quality, waste in manufacturing and packaging, and the environmental impact of the manufacture of the goods they purchased. Starting with a small shop in Zebulon, North Carolina, Frank wasable to develop his small business through strategic alliances with mail-order merchandisers and by effective public relations about his environmentally concerned processes. A special advantage for the young firmwas Frank’s knowledge of accounting and his prior experience as a CPA in a major public accounting firmand as a controller (and CMA) of a small manufacturing firm.ENVIRO-WEAR had reached $25,000,000 in sales in its sixth year when a disastrous set of…

Strategic change is, or should be, a smooth roll out of strategic decisions based on rational assessment of the long-term scope, position and direction of the firm. Why do actors resist attempts at strategic change?

Overview of Strategic Management with Social Responsibility and Ethics ·What are some fundamental ethical approaches that managers should consider and why? In your view, is there one particular approach that is more essentially important to implement, and/or more universal? Explain · Discuss in scholarly detail the benefits and risks associated with strategic management. · Discuss in scholarly detail the purpose of a business strategy and expand on these concepts discussing a differentiation business strategy. Based on this strategies, how could an organization be a late mover and yet succeed with a strategy of differentiation and why? · Explain the newest trends in mission components and also differentiate between company philosophy and public image and why organizations should consider either or both in its overall mission. · Discuss in scholarly detail the defining principles and the implementing principles of the corporate…

Evaluate how well Dell has managed change.

Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…

Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…

Fujio Mitarai, Chairman and CEO of Canon has turned around Canon’s fortunes and multiplied its net profit since becoming chairman and CEO at this global camera, printer and photostat machine maker. Mitarai has made many changes in Canon that reflects his conscientiousness and openness to experience. To revitalise Canon he needed to take bold steps by shutting down weak businesses and divisions and pushing employees to find ways to cut costs and for rewarding employees for increasing sales and profitability. His openness to experience has served him well all his life. As a child who only knew the Japanese language and culture, he longed to go overseas. After a few years in Canon Japan, he transferred to Canon New York where he served for 23 years, building the camera and copier business for canon in USA. Mitarai’s openness to both the Japanese and the American ways of managing has led him to be role model for other executives and he has been named one of Business Week’s “Best Managers”.…

Things were not going well at Bully Boy Products (BBP). BBP was a regional producer of organic fertilizer, potting soil, growing loam, and various gardening products for the discriminating gardener. It had been founded in 1976 when two agriculture students had decided that something had to be done to provide better supplies for gardeners. As one of the founders said, “Living better chemically may be great for chemicals but it has no place when it comes to gardening supplies.” Since its founding, BBP had grown by always remembering its core competencies—quality, variety, and innovative organic groups. As a result of this growth, the managers of BBP decided in 2011 to expand its production facilities, including installation of a new automated bagging line. This system was designed to provide quick product changeovers, something critical to BBP given its wide and ever-changing product line. The bagging system was brought online at the start of 2012. After four weeks of debugging, the…

Things were not going well at Bully Boy Products (BBP). BBP was a regional producer of organic fertilizer, potting soil, growing loam, and various gardening products for the discriminating gardener. It had been founded in 1976 when two agriculture students had decided that something had to be done to provide better supplies for gardeners. As one of the founders said, “Living better chemically may be great for chemicals but it has no place when it comes to gardening supplies.” Since its founding, BBP had grown by always remembering its core competencies—quality, variety, and innovative organic groups. As a result of this growth, the managers of BBP decided in 2011 to expand its production facilities, including installation of a new automated bagging line. This system was designed to provide quick product changeovers, something critical to BBP given its wide and ever-changing product line. The bagging system was brought online at the start of 2012. After four weeks of debugging, the…

Recently, the ABC company hired Filis Diax as president. She is charged with making the necessary changes to revitalize the ABC organization. The first thing she did was reflect carefully on her behavior as the new president,what she would base her power on and how she could positively influence the ABC company to get everyone's support and comply with what was requested by the CEO of the company. How would you help Philis Diax?

What problem are they facing?  Examples on ways to solve the problem?