Al-tech Manufacturing company is in need of a change in its ability to maximize profit during a difficult market. In order for Al-Tech to make changes and pursue a goal of stable profitable company. Al-Tech is constructing change in the organization in accordance to a second-order type two transformation (Ian Palmer, 2009). During an second-order type two transformation, an organization will make alteration in order to rearrange, reduce, and reengineer the nature of the organization according to Ian Palmer, Richard Dunford, and Gib Akin second edition managing organizational change text book chapter four (Ian Palmer, 2009). Al-Tech merged with a rivaling company, Border Manufacturing, in order to maximize profit and reduce overhead …show more content…
Undoubtedly the changes that Al-Tech made had an adverse effect on the staff of both companies. The merger of the two companies took place, and in conclusion, the merger had some requirements that had to meet in order to facilitate both companies. The payroll department of Al-Tech was downsized from a staff of 12 to now a staff of 10. The company decided to lay off my boss and four other team members. The company then decided to place two staff members from BM to work on my team. The two members from BM, John, and Kerry, are from a different culture and have different ideals as how the department staff should effectively utilize their time during the work day. The two staff members from BM have begun rubbing of on the other staff members in some good and bad ways. Bob, a member of Al-Tech, is now considering employment elsewhere as a result of the merger. Jill is not performing at her best due to the layoffs and is now confused as to what are the specifics job duties that she has to perform. As a result, Jill is asking me to produce written documentation of what the requirements are. Anne, the life of the staff, is now gone dormant in fear of termination. The staff presents a great challenge to the supervisor, as there are different area that have to be covered and addressed in order to get the staff to function as a team. The supervisor must address the culturally diverse new members of the team, and find
Although most companies use the transformation process it is natural to see that they use it to provide different things to satisfy their customer needs. For example the AA will provide a
MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.
One of the objectives that the team discussed was diversity in the workplace. Major corporations have encountered issues concerning diversity in the work place. Our team can directly relate to this subject in the workplace since all of us are diverse minorities in our individual work place. It was discussed in the group that diversity in the workplace is the manager’s responsibility to insure that the workplace is a diverse environment. Managers in most companies are required to hire a diverse staff. Managers have the ability to use race, religion, and tenure as qualities to inspire success and
Discuss the varied challenges faced by leaders or managers concerning teams made of a diverse workforce; which include team members that are from different countries or virtual.
This considered being a transformed organizational model has catapulted companies into a company that is
Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs
The staffs’ participation is crucial because they are the ones who will embrace the change; therefore, teamwork is paramount to sustain the continuity of change (Spector, 2010).
Cary and Marques (2007) study states, supervisors are not properly trained to provide cross-cultural training to their supervisees and there are not enough multicultural conversations during supervision time (p. 142). In a relationship of two people, supervisor and supervisee, both people “bring their cultural assumptions, values, beliefs, and behaviors to the interaction” (Cary and Marques, 2007, p. 144). Cary and Marques research found there is a need to train supervisors in cultural competence and how to incorporate it in their work. They found there were six objectives supervisors need to learn:
Cultural shapes how individuals experience the world around them. These experiences are a vital component of how services are both delivered and received. Gladding (2012) describes three key aspects of a multicultural leader. The first key aspect is to be aware of a diverse population and the effect on group work interventions (Gladding, 2012). To better facilitate a multicultural group, a leader
Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be
Autotech company is an automotive manufacturing and supply company. It has started its business as a family business. Nowadays it is one of the fast growing automotive companies. Currently it is facing complex operation of its business as it keeps all records such as billing, inventory, personnel, customers, products, stock, financial etc. in hard copy format such as files, note, books etc. It is very tough to maintain files, papers, notes manually for an extensive time, which is time consuming, costly as well not accurate as paper work is required more time and their maintenance cost is more than soft copy storage and maintenance. As per my point of view, Autotech needs to develop Information Systems in its business to make easy and
The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.
In this individual assignment, reading material including the different ways companies innovate, re-energize a mature organization, and change corporate culture provide the basis for analyzing British Airways’ (BA) transformation and the difficulties encountered in making an organizational change. Identification of critical factors leading to British Airways successful transformation as well as steps, sequence, and risks taken to transform the organization and personal assessment is provided for this case study.
In today’s society there are many culturally diverse people in the workforce. Most organizations can no longer make the assumption that every employee has similar beliefs or expectations. When entering into the global marketplace, people are considered one of the most valuable resources to an organization’s success. A well-managed culturally diverse workforce has the potential to thrive if managed correctly; or if mismanaged, there can be devastating negative attributes. With great expectations, culturally diverse employees can foster positive outcomes in the workplace. A company’s acknowledgement to embrace diversity and change, and implement the value of management techniques are
The Burke-Litwin Model highlights the main elements or source of major transformational change and also the changes that are incremental in nature. The four transformational factors are external environment, mission and strategy, leadership, and organizational culture. The main cause that makes a company to make changes is the external environment. It can force any organization to make changes to its mission, culture, leadership, and operating strategies. Changes in the 12 drivers in The Burke-Litwin Model bring a series of change to the overall structure. Various internal and external organizational factors that influence the changes in the organization are: