The Challenges Of The Contemporary Business Environment

Both Bolman & Deal’s frame of organization and Morgan’s Metaphors provided a number of insights into the nature of organizations and structure. Most of these theories can be applied separately or jointly to examine organization as well as to diagnose problems that guide managers into a better understanding of their organization. Therefore, the main purpose of this analysis aims to make sense of Apple Inc. as an organization and to identify its

This report was done within Strategic Management course it consists on choosing a well known company that the public in general is familiar with and using the Hambrick/Fredrickson five element model describes how the strategy of a company can be seen. For this analysis I chose Apple Inc. because I think that it meets the requirements. Concluding the report, there is a summary where the soundness and successfulness of the company are evaluated.

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 is necessary if organizations are to survive and thrive, and the sharp downturn in the economy is forcing leaders in all industries to take a fresh look at how they do business. Recently, most companies in the financial services industry faced with a need for dramatic change after mortgage crisis and the Wall Street meltdown. (Daft, 2011, p. 460)

In analyzing this case study, we looked toward the McKinsey 7-S Model. This model was created and developed by Peters and Waterman of McKinsey and Company. They investigated 43 companies in the US, such as IMB, McDonald’s, TI, HP, etc., all of which were outstanding in their industries, and found common points of success for these organizations. The McKinsey Model is the result of this research. The model consists of 7 elements: Shared Value, Strategy, Structure, Systems, Style, Staff, and Skill. The elements are of crucial importance to the organization and need to be aligned when organizations experience change or challenges. These elements have been outlined below.

As the rapid development of modern economy and the increasingly fierce market competition, the demand of how to manage organization change is increasing. Especially for leaders in both large and small companies, the ability of dealing with change is so significant. In many case, the main reason for company bankruptcy is that leaders fail to cope with organization environment change properly. The demise of many fortune 500 companies in the 1980s and

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

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.

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

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

In this contemporary world, change is the new normal especially to most organizations facing with constant change. Companies must continuously adapt or be overtaken by the change as technology, globalization, evolving customer behaviors, and a host of other factors are creating a highly dynamic business environment (AlixPartners, 2017). One company that constantly face change to improve their organization or sometimes to deal with issues within their organization called Apple, which will be discussed in this paper. Topics including the degree to which the change has been disruptive and how the organization has responded to the dynamics created by this change; strategies the organization used in

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

Côté & Mayhew (2014) insists that this can only be accomplished with the help of the most appropriate change model. Nonetheless, this paper diagnoses the need for change at Apple Inc., one of the most popular organizations in the electronic equipment industry. Essentially, the paper presents a plan to transform Apple utilizing Kotter 's 8-Step change model, which is one of the most widely used organizational change planning diagnostic and implementation methods (Weiss, 2012).

When it comes to organizations, change is constantly occuring. Managers are accountable for preparing the business, in addition to helping the employees cope with the change. The purpose of this paper is to highlight an organization and to diagnose the need for change and present a plan to transform the company, using Kotter 's 8-Step Approach. The following topics will be covered in this paper, company overview, diagnosis, Kotter 's 8-Step Approach, and Conclusion.