Analysis Of Kodak, The Upper Management

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In the case study of Kodak, the upper management was severely ineffective and the company in enough trouble, that the organization’s CEO stood on a stage and hacked a wooden lectern to pieces (Bolman and Deal, 2008). Bolman and Deal (2008) describes a situation where there was intense competition, high costs, declining customer satisfaction, and low employee morale. The environment was polarizing every part of the organization and the management decided to make structural changes to how business was going to be done at Kodak. The management team sorted the organization to into six different product divisions (Bolman and Deal, 2008). One of the divisions was called the black-and-white division and all parts of the film product, from raw materials to product delivery, were examined (Bolman and Deal, 2008). The managers created three streams of flow, which when combined, focused on satisfying external customers. All internal supports were tasked to supplement the three streams and performance standards and measures were quickly created (Bolman and Deal, 2008). Managers then used a Model II theory-in-use guideline. This emphasized common goals, mutual influence, communication, publicly tested assumptions, and combined advocacy with inquiry (Capital Education, 2015) to change Kodak’s black-and-white film division to profitability and gain a reputation as a great place to work (Bolman and Deal, 2008)! Kodak’s Black & White Division: Strategies & Human Resource Framework
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