Mr. ammar has got a new business idea. Does he want to check for organizational feasibility? Please guide him?
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Mr. ammar has got a new business idea. Does he want to check for organizational feasibility? Please guide him?
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- will new alphabet structure allow google to be as innovative in the future as it has been in the past? will it foster more or less creativityThe task I am struggling with:Mt. Kinley is a strategy consulting firm that divides itsconsultants into three classes: associates, managers, and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically, there have been – and are expected to be – 200 associates, 60 managers, and 20 partners.The work environment at Mr. Kinley is rather competitive. After four years of working as an associate, a consultant goes “either up or out”; that is, becomes a manager or is dismissed from the company. Similarly, after six years a manager either becomes a partner or is dismissed. The company recruits MBA’s as associate consultants; no hires are made at the manager or partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).a) How many new MBA graduates does Mt. Kinley have to hire every…Bryson's 10 step strategy change cycle from the textbook (Chapter 2) and 8 managerial tips for organizational changes from the article by Fernandez & Rainey. With these in mind, please answer the below. (1) In your own words, briefly explain the 10 step strategy change cycle. (2) Explain what you think is the most critical step for an organization to successfully and strategically change (Be sure to have a direct textbook reference when answering this question). (3) Again, in your own words, briefly explain the 8 factors Fernandez and Rainey highlighted in their article. (4) What factor(s) did Fernandez and Rainey not think of? (Any recommendation is welcome) Textbook and Article: Managing Successful Organizational Change in the Public Sector Author(s): Sergio Fernandez and Hal G. Rainey Source: Public Administration Review, Mar. - Apr., 2006, Vol. 66, No. 2 (Mar. - Apr., 2006), pp. 168-176…
- can you develop the plan in Excel and then copy and paste it into Word with some explanation of what you did and what you determined with the plan?Describe Jim Collins' Hedgehog concept. Do you see this as a viable corporate strategy or too simplified? What is a BHAG?Part Two: Is Tim Cook the right leader to replace Jobs? Jobs was demanding, creative, and controlling; Cook is not. Should Tim Cook try to emulate Jobs or should he run Apple using a different leadership style? Should Cook focus more on managing or leading Apple? Part Three: Jobs was at the center of all of Apple’s key decisions over the last decade and a half. Jez Frampton, group CEO of Interbrand says, “Now the worry is the organization has to rewire itself and learn how to make decisions on its own.” Should Apple become more participative, involving more managers and employees, or continue to use Jobs centralized approach to decision making, which was less participative and highly influenced by the founder and former CEO?
- recommend to EskomCEO the leadership approach that will work best for him considering the challenges he and Eskomface.CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers - Tighter control of costs - The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation into the hands of the head of human…CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers - Tighter control of costs - The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation into the hands of the head of human…
- Give typing answer with explanation and conclusion What accounts for Dabbawala’s success; i.e. what are its key practices/ingredients of each of the four components of the CM (work, people, formal organization, and informal organization) that enable it to achieve such low cost and high quality 6 sigma)?Why Disney World makes a great company to work for?2. Distinguish between an organic organization and a mechanistic organization in terms of the four key building blocks of an organizational structure. Which organizational structure, organic Or mechanistic structure, is preferred in supporting cost-leadership strategy ? Explain your opinion.