Strategic Organizational Redesign The eruption of Eyjafjallajokull led to air travel restrictions, which caused many financial and logistical problems for dependents of the travel industry. Monetary losses and a decrease in customer satisfaction threatened businesses, especially those in the commercial courier service industries. Analyzing the impacts on business, protecting assets, managing customer expectations, and forming new partnerships will assist the organization in overcoming this environmental disruption and becoming more strategically prepared for dilemmas in the future.
Business Impacts The citizens of Denmark depend on commercial courier services for reliable and time-definite delivery and it is fulfilled by this
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Establishing and protecting brand equity will help in overcoming crises as quickly as possible.
Organizational Redesign The elements of an organization and their interactions together should fulfill the goals of the organization. Imposed constraints from environmental circumstances, such as disruptions in the supply chain, can result in a change in requirements in order to function as desired. Re-organizing the design model to increase the effectiveness can be complicated, but approaching it in a strategic and systematic way will yield better results (Spector, 2009). Change pilots and simulation-based approaches allow for experimentation and learning on a small scale to see if the new change design will satisfy the requirements. This provides the change manager support in making appropriate decisions (Hoogendoorn, Jonker & Treur, 2011).
Risk Management Plan Forming a risk management plan to ensure the disruptions of the supply chain are minimized and the negative affect of grounded flights are limited. Identifying possible risks, analyzing risks, identifying risk triggers, forming risk resolution ideas, formulating an action plan, and assigning responsibility are the processes for forming a risk management plan (Dcosta, 2014). Supply chain risk management empower organizations to ease the harmful effects of continent-wide disruption to air travel. Contingency planning around air travel interferences
Choosing a change model can be difficult for an organization. The company must ensure that the model it chooses will help them make the smoothest transition possible for everyone involved. The chosen change model must also help the company reach its goal within the time frame the company needs to have changes made.
This paper discusses John Kotter’s Eight-Stage Change Model and how it can be used as a guide when implementing change within an organization. The roles of various stakeholders including senior and emerging leaders, managers and employees throughout the eight stages are defined. In addition, factors which can contribute to a failed organization change initiative are discussed.
| This model has steps of how organization’s change. There are three steps 1) exploration, 2) planning, 3) action, and 4) integration. The exploration is how organization verify the need for change and acquire the necessary resources (such as expertise) to make the change. Planning involves the decision makers and technical experts and the plan is signed off by the manager. Action is completed by feedback and the replanning. The integration aligns the change with other areas in
Jackson, A., Keenan, P., & Sirkin, H. (2005). The hard side of change management. Harvard
Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.
Kotter designed the first three steps of the change model process to work collectively to create a climate for change. The organization must support a change climate, have the capacity to change, and be ready to embrace the change initiative for transformation to be successful (Cohen, 2005, p. 12). Portfolio manager William Zemp took a strong approach to the change concept by gathering stakeholders who would be instrumental in the organizational change of a governmental entity. The guiding team initially determined the purpose of the change initiative. Zemp’s approach focused on building a case for change by analyzing performance gaps, the competitive position of the entity, economic and marketplace events and opportunities, changes in technology, and other urgency factors. In addition, a comprehensive needs assessment was completed, outlining the rationale for key implementation changes, which created a sense of urgency and proved the necessity of the change
In this week literature synthesis different types of change/models of change were introduced. Many change management models are adapted from natural science models such as chaos theory or the behavior of living organisms to nature (Dooley, 1997). The application of these theories will be used as a Meta theory for better understanding change management behavior in theory and practice. Therefore change management models have evolved over the last decades.
In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the
Risk management is a critical component to the success of any supply chain, yet this is still an area that sees little forward movement. In many organizations, risk management is viewed more as a reactive department, only becoming operational when a significant disruption arises in contrast to being an active and continual department with focused effort. As a supply chain moves to take on a global stance, risk management cannot be treated as a reactive measure. Global supply chains are exposed to greater risk than local/domestic supply chains as their linkage is more
Change can be minor or drastic, planned or unplanned, met with resistance or embraced with open arms, but regardless of the fundamental concept of change – it is inevitable. Companies that chose the path of least resistance and are fearful of change will become irrelevant faster than ever. The world around us is constantly changing from technology to the economy and in order to stay relevant and maintain a competitive advantage, change must not only occur, but be strategically implemented in order to extrapolate maximum benefit from said change.
Perspective on Risk Management in supply chains; Journal of Operations Management 27 2009 (114-118) @ 2009 Elsevier B.V. All rights reserved
Risk management is the identification, assessment, and prioritization of risks followed by coordinated and economical application of resources to minimize, monitor, and control the probability and impact of unfortunate events or to maximize the realization of opportunities. Risk management’s objective is to assure uncertainty does not deflect the endeavor from the business goals. Risks can come from various sources: e.g., uncertainty in financial markets, threats from project failures (at any phase in design, development, production, or sustainment life-cycles), legal liabilities, credit risk, accidents, natural causes and disasters as well as deliberate attack from an adversary, or events of uncertain or unpredictable root-cause. The risk management plan should propose applicable and effective security controls for managing the risks. A good risk management plan should contain a schedule for control implementation and responsible persons for those actions.
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.
Change-management is the implementation of planned processes which are performed in a way that benefits the institution without negatively impacting personnel as a whole. Employees can be resistant to change, and the idea of change management is to effectively apply changes to an organization without adversely affecting the workforce. Benson pointed out that within systems change models, “any change, regardless of size, engenders a ripple effect on the organization (2011, p.38). The organization
Change management is vital in a work environment that is constantly evolving. It involves the application of the appropriate planning, skills, and procedures to effectively implement change and achieve its successful adoption. Every manager should have such skills to understand how to manage change, solve employee resistance to change, and how to ensure ownership of company’s goals by the employees (Kotter, 1995).