on Kenworth Motors’ case Essay

By analysing those elements stated above, it is likely that the higher authority could evaluate the organisations in terms of its strategic performance level which would definitely lead to a better overall understanding on

One of the models that address organizational change and diagnosis is Weisbord's Six Box Model, which identifies six factors that need to be considered when diagnosing an organization. These six factors include the purpose, structure, relations, leadership in the organization, auxiliary and rewards to maintain a balance between the elements of the organization, both formal and informal. Purpose deals with the business that the organization deals with, structure deals with the division of labor, relations deals with how conflicts are managed in the workplace, auxiliary deals with the technologies available in the organization and how they are coordinated and lastly rewards deal with how the organization compensates those who complete their tasks. In this way, people and processes are in sync and a narrow scope isn't just taken into account. (Janicijevic, 2010)

The company developed an action plan to reflect which actions were required, including timelines and team leaders to those actions. This was to migrate from the Existing State to the Working Improved state. From there on, the company committed to the processes. Commitment meant getting accountability from individuals in the team, conducting regular daily five minute team meetings to show status against the plan and keep working and making improvements to the process according to their action plans.

A major part of the planning stage is the proposed solution for the implementation. After the evidence is analyzed critically, a plan is developed to implement with the help of a change model. Before implementing change, it is important to follow the steps, which includes: analyze change, know the elements and the way to apply change (Houser & Oman, 2011).

In this report, I am going to evaluate the influence of different stakeholders exert at Mercedes Benz. The stakeholders I will be discussing is the owner of the business, customers who buy cars as they provide good quality of service, employees who help the business to perform well and making profits and the Government who support Mercedes Benz because they have been running successfully throughout the years so they want to invest money to further develop the business. On the other hand, I will make the following points in my report is by commenting on the level of influence that each stakeholder exerts on Mercedes Benz. I will also be referring to evidence from different sources for the comments that I make. I will state the strengths and the weaknesses on the influence of different stakeholders. Also, I will make recommendations on how Mercedes Benz can do to overcome the weaknesses which can affect their performance. At the end I will write a conclusion by summarising what I wrote in the report, which stakeholders have the most influence and which stakeholders have the least influence in Mercedes Benz.

In the first step, Establish Urgency, here the organization will develop a sense of urgency for the needed change. This stage will initially motivate and get things moving. A good example would be collecting

* In third step, I build a strong vision to assist the change efforts and also develop a plan to attain the stated vision.

In order to have a successful outcome to occur from an organizational development intervention the organization must be acceptable of change. The organization’s readiness must be evaluated. To evaluate the readiness for change a combination of three different measures will need to be implemented, which are observation, surveys, and interviews

4. Action: List and describe 4-5 action steps to turn your plan into reality and implement the plan

Managers are constantly faced with critical decisions that will heavily impact on the company’s competitive ability and profitability. This report will analyse the critical decisions made in the case study The Change Story of Yellow Auto Company from a sociologic decision making perspective. The case study presents four main decisions which are: increase of market share, change in decision management style, clarify job description and invest greater time and money in human resources. The analysis of these decisions centres on the relationships between employees and managers and the

Werkman.R and Boonstra J, ‘Action research as a method for improving the effectivity of change processes and stimulating learning in organizations’, retrieved 31 December 2015

One of the world’s largest automakers, GMC has it’s roots traced back to 1908. Also known as GM, this company is a United States-based automaker with its headquarters in Detroit, Michigan. After the General Motors Company was founded, it soon became known as one of the largest car manufacturers in the world. In 1909, the Grabowsky Rapid Motor Vehicle Company (GMC) joined with GM. The trade name GMC Trucks was first exhibited in 1912 at the New York Auto Show and registered with the U.S. Patent Office eight months later. The

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.

BMW has embarked on a mission to cut its notoriously long product development time in half utilizing a newly developed system code named "Digital Car". Senior management has decided to utilize the new process on the 7-series platform. In order to accomplish this goal, BMW is preparing to take advantage of the latest computer technology in car development. At the forefront of the new plan is a debate over the use of computer-aided-styling (CAS). We recommend that BMW implement the Computer Aided Styling system and processes into their production development program.

Over the past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency.