New Market Trends And Strategies Essay

Change is the most crucial aspect of management. In a rapid competitive business environment, change is not only recurrent but also becoming complex. The case study Bega Cheese highlights how the firm has achieved change management from satisfying the needs of local market to being limited company of more than 50 countries globally. Through the case study, it is seen that Bega Cheese has undergone different stages of change process by implementing various effective cultural perspectives, to traditionally organizational designs concerning with structures and new forms, processes and boundaries to adapt to organizational change and eliminate resistance to change. Change is inevitable, and vital to achieve strategic objectives and competitive

The Apple Company is one of the most successful firms in the cellular phone market. Although the company has not always been on the top, they found a way to surpass other competitors through the quality and pricing of their products. Today, we can walk through most superstores and find Apple’s products.

This paper will discuss CrysTel a telecommunication company that has come to the realization that they need to develop a corporate culture that can support constant change. The first topic reviewed will be the Implications of Organizational Change and associated impact on employee behavior. The next topic the paper will discuss is the proposed change model and the potential impact that human variables and resistance to change will have on the process. The paper will review CrysTel will address employee reaction to the change specifically resistance to the change. The third topic, Measures to Monitor Progress will

The factors of organizational change are those who, for various reasons, an organization can identify the need for change, these are: technological, structural, personnel and cultural factor. In today's world of organizations, characterized by globalization, the power of customers and the avalanche of information, these have to be in a permanent process of change for continuous improvement. Are structural, technological and cultural factors staff of those organizations has to act on them and thus achieve adaptation and / or probation they need.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

The phenomena of organizational change have been studied in detail but yet there are still some organizations that are unsuccessful. It is critical for organizational culture to represent the essence of the desired outcome. Organizational members must have an essential role in the change initiative from the onset. More importantly, change leaders must carefully assess the conditions of the organization to determine if change is appropriate. Implementing change requires leaders to survey the overall health of the organization before any actions are enforced in order to promote a healthy

This paper communicates the company’s strategy and describes the change initiative including the considerations used in designing the

Change management can be defined as a framework that is used for managing the consequences of novel business processes and for managing the changes taking place in existing organizational structure or cultural of an enterprise (Reiß, 2012; Rouse, 2008; Elearn, 2007; Creasey, 2012). In addition, some define change management as a structured process, which causes considered changes that need to be reviewed for technological and organizational promptness in a reliable way, which are relaxed or squeezed to regulate the business needs and experiences. In addition, it is also examined that the process of change management helps in communicating the status and existence of changes to all affected

According to Laurentiu (2016), change is the altering of organizational visual prospective or the social environment of the business in respect to the structure, technology, and employees. This is distinguishing the differences in factors that influence change. The author goes on to identify the nature of organizational change. First, change management is a vast landscape and the tactics employed in the management of change are different according to the business or the project. Second, the operational change of an organization has its complexities. Therefore, both internal and external factors influence these processes. The external influence catalysts of change consist of:

As a leader and a follower, I believe that in order to promote organizational culture change, three essentials should be kept in mind. First, culture change should be tied to organizational business goals and, going forward, be linked to key organizational strategies. Second, throughout the process, the use of feedback mechanisms provides information to evaluate what is working and what needs to be improved. Third, by communicating regular updates to management and employees about the progress and benefits of the organizational change initiative, Human Resource's can continue to keep the workforce engaged throughout the cultural

We live in an ever-changing world and the future appears to be less and less a projection of the past. Change is inevitable even though it can be relentless, multidimensional, subversive, and even on occasion shocking. Today, venerable companies are at risk because many are not changing as quickly as the world around us.

In today’s world of high technology, the world of business organizations is changing rapidly. Businesses which adapt well often expand, while those who do not often die.

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Before the process of change of organizational culture can be initiated, the company must conduct a needs assessment to identify what aspects of the culture of the organization are lacking and thus need to be changed ADDIN EN.CITE Kotter1992648(J. Kotter, 1992)6486486Kotter, JohnCorporate Culture and Performance1992New YorkFree Press( HYPERLINK l "_ENREF_12" o "Kotter, 1992 #648" J. Kotter, 1992). This can be done through employee surveys, focus group discussions, interviews, observation, internal research, and customer surveys. After assessing these needs, the company must then address each need in its own unique way and then design a process of change that will address all aspects of the required change and cover all needs ADDIN EN.CITE Bate1994686(Bate, 1994)6866866Bate, Stuart P.Strategies for Cultural Change1994OxfordButterworth- Heinemann Ltd.( HYPERLINK l "_ENREF_2" o "Bate, 1994 #686" Bate, 1994). This paper looks at stage 1 and stage 4 of the Kotter process which are the most difficult to initiate in the company.