Servicemiver : An Analysis

I believe Milmo made a big mistake in defining the organization structure and did not clearly defined the roles and responsibilities of the founders. Ideally all the founders should have taken the roles which are their primary strengths and should have clearly defined the decision making structure. Although Milmo mentioned that the “triumvirate” structure worked for them but I believed it also let to several confusions for the employees and as Lynx expanded this confusion increased more and more. Apart from confusion, I believe making Doug CEO didn’t resulted in making best use of his expertise in sales.

was a broad breakdown of the system of internal controls, corporate governance and individual responsibility,

As a result of the approach, there was high turnover of staff and there was very little initiative amongst the remaining staff. Individuals were initially reported as being highly competent but later were blamed for things going wrong, shortly before they left. The team was very tightly knit and generally appeared supportive of the team leader.

It was a strategy to centralize the management which resulted in ignorance of local factors of the global market. As a result they lost a huge market share and suffered to remain in the competition.

CEO Johnson’s strategy was poor also. He did not do a test market and see how all of the drastic changes would go over. He just dove head first in with what he wanted to do, and failed. Not having a

Because of the hasty decision to implement the change there is a very high risk of employee resistance to change. The upper management had no investment in the decision and will feel a resentment and lack of control that could trickle down through the organization. The dangers her are that original companies will become infected with a negative attitude toward the new parent company causing

This caused the employees to have bad feelings toward their boss and it also led to the boss having unfavorable views of his employees. It was a lose-lose

A key principle of AYA-friendly services is participation by clients in evaluation of services and assessment of needs. Involving AYA in continuous feedback enhances “ownership” of the services, and motivates AYA to recruit peers to use those services (FOCUS on Young Adults, 1999).

1. Unfreeze - This was so interesting to read about. The “unfreeze” phase took a lot of courage especially since this was not a company in crisis. Although concerns were mentioned, nothing really stood out as a motivating factor to induce fundamental change. So - the consultant Bob Janson, helped to coagulate the feeling of guilt through finding the “Positive Dissatisfaction” within the organization at AAL. I was engrossed reading about the snapshot in time they created by performing structured interview through a diagonal cross section of the company. Through the interviews, the gap between where the company wanted to be and where it really was became clear. They used this as a tool to work on the employees and get them on board with the planned organizational transformation. Through the process of change at the corporate level, the inclination for restructuring at IPS grew. It was fully supported by the new management team. IPS had several concerns around which to formulate the reason for change. They set some broad parameters, which they then designed into a detailed plan. Communication became the most important thing at this point, which they struggled with for a while, due to the sheer size of the department in terms of head count. During this communication effort, the rationale for change, minor

Over 30 divestitures in under 20 years in efforts to only keep business that would continue to add value

Throughout history there have been many successful companies as well as companies that have been a debacle. The success of the company has to do with the management and how it executes its strategy. If the management is ineffective, the company will most likely fail; however, if the company has good management it is more likely to prosper. There are many responsibilities that a manager must complete, chief among them are the four functions of management are planning, organizing, leading, and controlling (PowerPoint). In order for the company to be successful the management must fulfill all four functions. In some case not all four functions are met to expectation, with the results that the company to be not as successful as it could be if they

1 The tourism school, Zhejiang Gongshang University, Hangzhou, China; 2School of Business Administration, Zhejiang Gongshang University, Hangzhou, China. Email: chenjue8@yahoo.com

There were many factors that increased the risk that the post-acquisition organization would be overly complex. One such factor is the speed in which the acquisition took place. IBM did not hesitate in the slightest to acquire Lotus. Rather they paid a significant market premium for the company to ensure that they could gain control in an expedited manner. IBM tendered and all cash offer of $64 dollars a share which accumulated to the largest software buyout in history. However, the speed in which the deal occurred would have generally added a great deal of confusion to both organizations. Therefore there was little time to engage with the employees and include a level of understanding from the human capital (Peterson & Voules, N.d.).

Every business will eventually change ownership and the decision to sell a company can either be viewed by the owner as the most agonizing event or the most liberating. Some owners are ill prepared for a business transition and are caught off guard by deteriorating health, unanticipated financial calamities, divorce, or personal stress. These owners are forced to sell without proper planning and often receive less than optimal remuneration for their company. Other owners recognize that in order to maximize the business value, similar strategic planning done during the years the company was being built is also required prior to selling the enterprise.

future implementations of the service instead coupling the service an an expected path URI scheme. A disadvantage of query string style parameterization over path style is that the latter is more likely to be cached by modern browsers. We provide a reference implementation [14] of embedding the service in the OpenWayback interface12 (Figure 10), invoked by specifying the access=wayback query parameter. When a user queries the service, the URI parameter is used to build a request to the Internet Archive (IA) using Memento.