Marconi Plc Essay

HMV Group announced a three year strategic and operational review in March 2007. The primary purpose of this dissertation is to analyse the methods used to manage this strategic change and to discuss alternatives. The secondary focus is to assess the decision to change.  At a time of change, much focus is placed upon developing strategy and not enough on the implementation and management side. It is possible that a ‘perfect strategy’ for a situation is wasted by poor implementation. A specific strategy can be developed over night, however; successful strategy implementation is a much longer process. In order to analyse HMV Group’s change management efforts, it is crucial to

When I consider the response to the request from the senior managers to explain the reasons and circumstances of our acquisition, I think of talking as the coach – this image of managing change imposes upon me the most. I have to admit that I am not the senior manager; I have only one employee accountable to me. But, as many other employees who experience change have their own fears and concerns about their positions and future work within the new frame of our company’s existence and operation.

The case study talks about the proposed takeover of Bushwhacker Mining Pty. Ltd. by Coongan River Ltd. (CRL). With the decline in gold prices, CRL has considered the option as Bushwhacker’s success in the gold industry was due to its highly skilled management team. Majority of the Bushwhacker staffs were formerly CRL staffs, which had left CRL because they did not like the way CRL was structured, in addition to its culture. The senior HR Manager of CRL, Bob Cowdrey, is aware of Bushwhacker’s management, and plans to use the takeover as a catalyst to make similar changes to other divisions within CRL. However, to achieve an effective takeover, Bob must resolve several issues that could affect the outcome of the

Mario Pellegrino is the chief executive officer of The Shamrock-Diamond Corporation for 12 years. Under his direction the company has been profitable and has increased dividends for stockholders while continuously increasing his workforce. He is holding a meeting with his board of directors in order to introduce a proposal for the company. The decision makers in this case are board of directors, which is composed of successful business that didn’t think much about management employee relationships. Before introducing his new proposal Pellergino talks about a seminar he attended.

This paper looks into Synergic solutions Inc., a company that resells assembled computers. The Organizational simulation will look into the three theories of change management. Using the three theories, the paper will analyse any cross-cultural issues that come with change. The paper will look at three internal and external drivers that have propelled change in the organization. It will also look into any factors that the head will need to look at in order to ensure change in the organization. Resistance is one of the aftermaths of implementing change. The paper will look at what types of resistance that the head of the company might face and the way this resistance may be handled. This will in turn look into the leadership styles that may

Change in an organisation can either be planned or unplanned. “Planned change is change that comes about as a result of a specific effort on the part of a change agent” (Wood et al. 2001, pp 635), with unplanned being the opposite. Wood (et al. 2001, pp 635) also states that planned change comes about as a result of someone’s perception of a performance gap. The board’s recognition of such a performance gap led to Fletchers appointment as chief executive, and change agent.

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

Organizational change has many concepts from wide changes to small changes that can affect a company. Introducing a new person into the company, changing mission statement, restructuring, and even adding stock options are examples of organizational changes. According to Spector it is important to understand, analyze the dynamic of change, and requirements of effective change implementation. Successful changes requires management to explore many drivers of change. Strategic responsiveness occurs when external factors affects the company for example, government regulation, new competition, and economic changes. In response to these events an organizational change is necessary to create and

¡§Next missed its target market¡KNext reaches a far wider age range than was originally planned¡¨ - (McGoldrick)

Second, there is the tension between the old leadership style and a new one. Finally, there is the tension between power and responsibility in front of a tough decision: Scarifying integrity for growth or demonstrating integrity by disappointing a given order? The tension between tradition and changes roots deeply in conflicting goals. Antonio’s traditional way, summarized as high quality food, excellent service, financial mindfulness, innovation, HR development and growing profitability, presents the company's core competencies that set Calveta apart from its competition. The inherent discrepancy between growing profitability and the remaining four goals already existed prior to Antonio’s retirement, but only his final order to double profitability within five years made the contradiction apparent under Frank Calveta, the new CEO.

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

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 order to define the managerial question, it is here appropriate to identify the company, describe the nature of the business and address the leadership roles within. The case scenario used here, which reflects my own personal experience in undergoing a process of change within my employing firm, describes a situation in which a small regional paper products dealer called Cutting Edge Papers was contemplating

The main objective of this report is to gain a better understanding of large scale organizational change. The different changes implemented by General Motors company in an attempt to cope with the economical crisis of 2008 is a perfect example of this concept.