Corcord Bookstore Organizational Change

The business finally decided to settle the dispute and respond to the criticisms from stakeholders by agreeing to sell majority stake of the regional supermarket chain to the ouster manager that the stakeholders supported. He was allowed to return immediately to operational authority including his management team. The situation had other businesses rethinking how stakeholder are or will be treated by the business. The criticisms were legitimate and in the final analysis the stakeholder got what they wanted and the business learned a valuable

In contrast to Borders Group, Barnes & Noble which is a leading bookstore in the US recorded an 11% increase in their share value in the past year with the introduction of their e-book reader “Nook”. It is clear that Barnes & Noble were not “Myopic” in their approach and were able to retain and even grow their customers as well as profits by embracing a new product.

Strategic planning is a critical element of an organization’s annual business plan. A strategic plan consists of a number of components. In addition to analyzing a company’s strengths and weaknesses, a strategic plan also includes implementation and control techniques. While this may seem easy enough, implementing a strategic plan into an organization can be challenging. Barnes and Noble, like a number of corporations are seeking ways to improve productivity and profitability. This essay will identify business alternatives for the bookseller which will enable them to diversify their product offerings.

Tanglewood, founded in 1975, has undergone rapid growth over the years. The rapid growth, however, has caused issues across the organization. Each store manager has their way of doing things when it comes to running the store. Because of the differing of attitudes across stores and the unstructured staffing process, Tanglewood has experienced significant turnover and financial loss. Tanglewood primarily hires internally because they feel “individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood (41).” Tanglewood

Peter Browning’s major dilemma is the urgency to implement changes to Continental White Cap in order to revitalize, reposition, and at the same time remain strong in the eyes of the company’s domestic and international competition. However, while implementing this changes Mr. Browning has to be very cautious, because he has to consider the fact that a small number of managers and employees don’t recognized the need for change. They don’t consider the possibility of this changes because White Cap had been the leader in the closure industry for many years. It was not a problem that they had to face in the past since they had always been dominant in the industry. Therefore, they have never experience changes and in other words is not on their work routine the idea of executing changes. However, with the introduction of new innovations such as plastic containers needing plastic closures the need for change was unquestionable. Also, Mr. Browning has to keep in mind that White Cap possess a very strong family-style culture due to the fact that employees hold long term loyalty towards the company, liberal benefits, and long term standing traditions of job security. Therefore, a change on any of these would not be received in a positive way.

Some employees resisted the change which happened during the prior restructure where management was downsized

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

Denver Department Stores, a Colorado retail store chain, is an entity that was suffering from the effects of decreased sales volume. Jim Barton, the supervisor of four departments within the main location in Denver, was struggling with developing a process to improve the store’s sales. Barton identified with the notion that the decrease in sales volume was a simple matter of a slowdown in the economic landscape, and that the downturn would effect all stores in the retail business. However, Barton’s superior, Mr. Cornwall, the general merchandiser of Denver Department Stores, told Barton that some stores have experienced a 15% gain in recent sales. Cornwall made it clear that he expected Barton’s segments to have sales equal to the other

Barnes and Nobles is one of the biggest bookstores that has a brick-and-mortal store concept. In the past they were know as a “big bully” that drove small book stores to close down because of their aggressive tactics to have competetetive advantage over them. Nonetheless, with the evolving circle of technology they have had a hard time in keeping up with the E-book era. In 2014 E-books increased its reader subscription by 28% compared to 23% in 2013. This number will continue increasing because 50% off American’s have access to devices that are either an e-reader or a tablet. B&N changed its business model to adjust to this new setting before it suffered a

Change can be uncomfortable but at the same time it can also be a positive. Whether a change is good or bad, sometimes we just have to adjust and deal with the change as best as we can. In our lives, we embrace lots of changes, whether it is marriage, the birth of a child, a new house/apartment, new technology, job duties or a new boss. While working at a small 9-hole golf club in NYC, there was an ownership change. This change may have come about because the interests and needs of the people in the community were changing. This new owner wanted to use new ways of running the golf club that has worked in other golf club organizations. This new owner management philosophy required big changes in the organization to keep customers content. One

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.

The company had ambitious objectives with their own retail units, having as an objective to open three hundred stores, but the company realized that retail stores were a distraction to management making harder to focus in their core business and damaging the relationship with their main retailers, making clear that the company was struggling on creating profits in products that were not part of their core business, the strategies and objectives needed to be adjusted in order to turnaround the decrease in sales and profits of the

This study will examine Marks & Spencer, a retailer in the United Kingdom and will utilize the 8-Step approach of Kotter in addressing organizational change. Marks & Spencer has more than 375 stores and 11 million shoppers each week and employs 66,000 workers. The company is one of High Street's best known companies however, Marks & Spencer, for a long time unchallenged, has undergone a chain of management and corporate structure changes due a decline in their sales. (IBM Ltd. 2005)

Successful re-orientation, as we found out from The New Bedford Whaling Museum case, requires an enthusiastic, energetic, visionary leader, who has a long-term focus and is able to build teams and get people involved. In my opinion Wilton Winchester doesn’t possess the required qualities to lead the strategic change, which is obviously needed at Factory A. He is a complete opposite of Anne Brengle, who successfully managed to revitalize the museum and make it a leading whaling education and preservation center. Factory A General Manager is not interested what the factory will be like in the future. According to him the primary objective of the factory is to produce chocolates, which implies that he is short-focused and unaware of the problems that it will face with hiring and retaining qualified staff, unless profound

This section aims to determine the nature of change the Courthouse hotel is faced with. There two main types of change: incremental and transformational change. Academics argue that an organisation