Organizational change typology of evolutionary and strategic changes

Organizational change typology of evolutionary and strategic changes Introduction: This assignment examines organizational change, focusing on the distinction of changes according to their scope and presenting a typology of evolutionary and strategic changes. Business in the new millennium will continue to increase in intricacy. More and more, this demanding environment forces executives and managers to deal with constant change. Globalisation, increased opposition, international development and reformation are just a few of the challenges faced daily. Success in dealing with these new challenges will depend to a great extent on the organisation’s ability to change and adapt. It will depend on how well these organisations can manage these situations by understanding the opportunities and challenges that accompany it. The organisations that will succeed are those that recognise and react the fastest to change. Therefore, the ability of an organisation’s staff to change can mean the difference between scraping just to get by or else becoming the industr y leader. In either case the results translates into millions of dollars in revenues, profits, or losses. It must therefore be accepted that change is an organisational reality. It is critical therefore for managers and executives in todays business environment to be equipped with the skills necessary to manage change. Ultimately it is people who make organisations, and if they do not change, then there is no organisational change. The challenge therefore is for managers and executives to not only know what to change but how to go about it especially in relation to people, products, processes and systems, marketing strategies etc. Just like the butterfly, organisations will have to change and undergo a metamorphosis before they can fly. If they do not, they will be doomed to live out their lives only as caterpillars, or worse still become dinosaurs. Litrature Review: Organizational change is an empirical observation in an organizational entity of variations in shape, quality or state over time (Van de Ven and Poole, 1995), after the deliberate introduction of new ways of thinking, acting and operating (Schalk, Campbell and Freese, 1998). The general aim of organizational change is an adaptation to the environment (Barr, Stimpert and Huff, 1992; Child and Smith, 1987; Leana and Barry, 2000) or an improvement in performance (Boeker, 1997; Keck and Tushman, 1993). This definition encompasses many situations that should be distinguished by applying certain dimensions to establish ‘typologies of change’. We will refer to the scope of change, because it is one of the most used variables in literature to design change typologies. That way, changes can be defined along a continuum starting in lowscope or evolutionary changes to high-scope or strategic ones. With the aim of making the use of this dimension (scope) easier, we will describe bot h extremes of the continuum, but we should always keep in mind that real changes are not a pure type but a mixture. First, we will describe evolutionary, incremental, or first order changes. These are small changes that alter certain small aspects, looking for an improvement in the present situation, but keeping the general working framework (Blumenthal and Haspeslagh, 1994; Goodstein and Burke, 1991; Greiner, 1972; Levy, 1986; Mezias and Glynn, 1993; Nadler and Tushman, 1989; 1990). The second type of changes arestrategic, transformational, revolutionary or second order ones. They are radical transformations, where the organization totally changes its essential framework (Blumenthal and Haspeslagh, 1994; Ghoshal and Bartlett, 1996; Goodstein and Burke, 1991; Marshak, 1993; Nadler and Tushman, 1989, 1990), looking generally for a new competitive advantage (Hutt, Walker and Frankwick, 1995) and affecting the basic capabilities of the organization (Ruiz and Lorenzo, 1999). Background to Change exits in HP Economic Movement: Managing change is one of the most important issues confronting information technology (IT) organizations today. By combining three powerful products—HP Service centre software, HP Change Control Management software and HP Universal Configuration Management Database (CMDB) software—HP Change Management Suite software gives IT managers, changer managers and change advisory boards (CABs) a complete solution for managing change within an IT environment. This tightly integrated solution enables IT departments to gain visibility into the IT environment and service dependencies, and manage the change process in a standardized manner to increase the number of effective, well-founded changes their companies undertake. It also provides decision support for the CAB by auto mating impact analysis to make change decisions based upon business impact and mitigates the risks inherent in instituting change. Strengths and Weaknesses of Change within an organisation in regards to HP: Strengths: Sole point of contact, high market consciousness, easier for customers to deal and cooperate. Easier to preserve functional skill, staffs tends to be more loyal to occupation, frequently has lower cost at the unit level. Highly combined work units, integrated functions, and backup skills. Easier harmonization, determined on the customer, more supple, minimal isolation, flatter, staff gain broader information of the business. Federal responsibility, higher quality, faster decision making, focused on the customer of each product/service group. Flexible resource planning, high practical knowledge exposed to diversity, forced collaboration service areas. Weaknesses: Less contribution/higher costs, more product or service changeability. Tends not to have end-to-end customer sight, practical priorities sometime are contradictory, more difficult to transform processes due to isolation of functions. Some laying-off of functions, lower sense of useful responsibility. Difficult to put into practice and maintain, requires cross functional expertise, long term management commitment. Comparison of alternative forms of organisational development: Digital change and organisational Development: It is been investigated the determinants of local governmental presence and the influence of organizational presence using econometric scrutiny, supported by qualitative information from the review. The variables included in these regressions and the hypotheses about the impacts of explanatory variables are discussed in a later section. In all regressions, the coefficients and standard errors were corrected for sampling weights, stratification, and the total number of communities in the central region (StataCorp 1997). The results are thus agent of the province as a whole. Standard mistakes were approximate using the Huber-White estimator, and are thus robust to general forms of heteroskedasticity (White 1980). A pathways of enlargement found in the region, were included as descriptive factors in the analysis (along with other factors).10 A development pathway is defined as a common prototype of change in livelihoods and resource management, and thus represents a particular set of ec onomic opportunities and constraints (Pender, Scherr, and Duron 1999). Using data on occupations and changes in profession and land use since the mid-1970s, six pathways of development were acknowledged. Basic grain (maize, beans and sorghum) production is the most or second most important profession in all but one of the sample communities. Other factors were therefore more determinate in characteristic the pathways. The pathways include villages where 1) basic grain production is the dominant economic activity and has been expanding during the past 20 years (basic grains expansion pathway), 2) basic grains production is the dominant economic activity though production has been sluggish or failing (basic grains stagnation pathway), 3) horticultural (mainly vegetable) production has amplified and has become the first or second most important activity (horticultural expansion pathway), 4) coffee production has increased and is the first or second most important activity (coffee expan sion pathway), 5) forestry performance are the first or second most important activity (forestry specialization pathway), and 6) non-farm employment has increased and become the first or second most important source of income (non-farm employment pathway). Involvement of Stakeholders in the Introduction of Change in an Organisation: Stakeholders, including NGOs, investors, and activists, as well as communities, labour, and consumers, are playing an increasingly important role in improving corporate behaviour. Some NGOs are using tactics of direct confrontation. Others have been working for years to create partnerships with companies in order to help them green their production, often in ways that actually save them money. As well, the investor community is taking an increasingly active role in encouraging corporations to consider not just the next quarter’s earnings but also the long-term financial risks of failing to address broader social and environmental issues. Together, these are proving key strategies in compelling corporations to internalize the environmental and social costs that are often ignored in the mad race for profit. Analysis and Evaluation of the Strategies: Corporate managers face many daily pressures, and improving social and environmental records (often in ways that don’t directly enhance the bottom line) is not generally their highest priority—until their corporations suddenly become the targets of bad publicity from a coordinated group of activists. With corporations spending a half trillion dollars each year to create positive images through advertising, a sudden storm of negative publicity from the actions of thousands of coordinated activists can swiftly raise environmental issues to the top of managers’ action-item lists. This fear of public shaming—and the connected loss of profit and stock value—are what makes these â€Å"corporate campaigns† so successful. Unlike traditional campaigns against companies, such as boycotts, labour strikes, and litigation (which remain important but often have limited objectives), corporate campaigns treat the targeted company more as a lever of change th an as an end in itself. When a coalition of NGOs and investors led by the Rainforest Action Network (RAN) targeted Citigroup, the goal was to reduce overall exploitation of natural resources. But RAN didn’t target mining and logging companies—which are not in the public eye and depend on continued extraction to survive—pouncing instead on the financial institutions that capitalize the mining and logging companies. Unlike them, banks spend billions to maintain strong brands and customer bases. These assets are essential, and thus exploitable vulnerabilities.And exploit RAN did. In 2000, RAN asked Citigroup to adopt a green lending policy.While the company initially refused, after more than three years of protests, shareholder actions, and other irritating tactics, Citigroup finally recognized that lending to unsustainable industries would be more costly than profitable, while not lending to them would be worth its weight in free advertising. Once Citigroup yielde d, its antagonistic relationship with RAN evolved into a collaboration to ensure adherence to its new standards—a partnership that provided much free publicity to Citigroup. Meanwhile, RAN quietly drafted a letter to Bank of America asking managers to adopt a similar policy. Bank of America, having witnessed the disruption that committed activists can cause by chaining themselves to bank doors, quickly realized that it was better to join the ranks of ecofriendly banks. Bank of America’s capitulation then left JPMorgan Chase as the next target, and it soon followed suit. Conclusion: It can be argued that the booming management of change is vital to any organisation in order to endure and succeed in the present highly economical and endlessly evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often clashing, mostly deficient pragmatic evidence and supported by undisguised hypotheses concerning the nature of fashionable organisational change management. The reason of this assignment was, therefore, to provide a significant review of some of the main concepts and methodologies to organisational change management as an important initial step towards implementing a new framework for managing change. Reference: Boeker, W. (1997) â€Å"Strategic change: The influence of managerial characteristics and organizational growth†, Academy of Management Journal, 40 (1), pp. 152-170. Blumenthal, B. and Haspeslagh, P. (1994) â€Å"Toward a Definition of Corporate Transformation†, Sloan Management Review, 35 (3), pp. 101-106. Ghoshal, S. and Bartlett, C.A. (1996) â€Å"Rebuilding Behavioral Context: A Blueprint for Corporate Renewal†, Sloan Management Review, 37 (2), pp. 23-36. Goldstein, J. (1988) â€Å"A Far-from-Equilibrium Systems Approach to Resistance to Change†, Organizational Dynamics, (Autumn), pp. 16-26. Goodstein, L.D. and Burke, W.W. (1991) â€Å"Creating Successful Organization Change†, Organizational Dynamics, 19 (4), pp. 5-17. Greiner, L.E. (1972) â€Å"Evolution and revolution as organizations grow†, Harvard Business Review, (July/Aug.), pp. 37-46. Hutt, M.D., Walker, B.A. and Frankwick, G.L. (1995) â€Å"Hurdle the Cross-Functional Barriers to Strategic Change†, Sloan Management Review, 36 (3), pp. 22-30. Leana, C.R. and Barry, B. (2000) â€Å"Stability and Change as Simultaneous Experiences in Organizational Life†, Academy of Management Review, 25 (4), pp. 753-759. Levy, A. (1986) â€Å"Second-Order Planned Change: Definition and Conceptualization†, Organizational Dynamics, (Summer), pp. 5-20. Mezias, S.J. and Glynn, M.A. (1993) â€Å"The three faces of corporate renewal: institution, revolution, and evolution†, Strategic Management Journal, 14, pp. 77-101. Nadler, D.A. and Tushman, M.L. (1989) â€Å"Organizational Frame Bending: Principles for Managing Reorientation†, Academy of Management Executive, 3, pp. 194-204. Nadler, D.A. and Tushman, M.L. (1990) â€Å"Beyond the Charismatic Leader: Leadership and Organizational Change†, California Management Review, 32 (2), pp. 77-97. Pender, J., S.J. Scherr, and G. Durà ³n. 1999. Pathways of development in the hillsides of Honduras: Causes and implications for agricultural production, poverty, and sustainable resource use. Environment and Production Technology Division Discussion Paper No. 45. Washington, D.C.: International Food Policy Research Institute. Ruiz, J. and Lorenzo, J.D. (1999) â€Å"Cambio estratà ©gico y renovacià ³n organizativa: utilizacià ³n de las capacidades latentes y perifà ©ricas†, Revista Europea de Direccià ³n y Economà ­a de la Empresa, 8 (4), pp. 71-82. Schalk, R., Campbell, J.W. and Freese, C. (1998) â€Å"Change and employee behaviour†, Leadership Organization Development Journal, 19 (3), pp. 157-163. StataCorp. 1997. Stata statistical software: Release 5.0. College Station, TX: Stata Corporation. Van de Ven, A.H. and Poole, M.S. (1995) â€Å"Explaining development and change in organizations†, Academy of Management Review, 20 (3), pp. 510-540. White, H. 1980. A heteroskedasticity-consistent covariance matrix estimator and a direct test for heteroskedasticity. Econometrica 48: 817–838.

Dracula and Kenneth Essay

The high angle shot and extreme long shot looking down at Dracula and Harker crossing through the hall. This shot draws attention to Dracula’s extremely long red cape streaming out behind him like a trail of blood. The low angle shot shows Dracula looming over Harker and makes him look powerful, like he is in control. Many two shots are used to allow the audience to make comparisons between the two characters. The low angle shot is also used to emphasize the shadow’s movements. The low lighting helps with casting Dracula’s shadow which is again typical of horror. Dracula’s eerie shadow moving in the gloom is very effective for scaring the audience as the combination of shadow with candle light works exceptionally well for this scene. This candle light makes the gloomy aspect more present as the castle is immense and there are not very many candles so most of the entrance hallway would be beyond the reach of the light and in darkness, which makes it very scary as you do not know what lurks in the gloom. There is orchestral music played by the strings which go low and slow to create a sinister atmosphere. This music adds to the feeling of tension, the feeling that something is going to happen. The music gets louder and quicker when Harker offends Dracula by laughing and Dracula gets furious and pulls out a sword. This combined with the change of pace and volume of the music makes the audience become afraid, a typical trick of horror. There are many different sound effects in this scene from Dracula. There is the howling of the savage wolves, which scares the audience and makes the element of horror and wildness of the setting more clear. There was the thunder, which is typical of a horror movie. The clanging of the huge, metal gates emphasizes the feeling of the strength and inescapability of the castle and that Harker will not be able to escape and this will be his prison for the rest of his life. Harker’s costume is typical of a man of those times. He wears a suit and is very neatly presented. He has his hair combed very carefully. Dracula’s is very different. He wears a huge red robe which trails out behind him like blood. His hair is curled up high and is white and it mixes with the skin on the back of his neck which makes him look weird and scary. His skin is white and wrinkled like an old man and this creates the effect that he has been drained of all his blood and that helps you to understand his lust for blood and the way he talks about the preciousness of blood. It makes him look very scary and effective, almost dead in a way. It also makes him look exotic and abnormal. He would stand out in a crowd of normal people. There were quite a few similarities between the film extract and the text; both were set in a huge, Gothic castle with a vast courtyard. The stone was ‘massively carved’ and the door was old and studded. Both had creeping shadows and lanterns. In both the film extract and the text, Dracula is portrayed as having hairy palms (abnormal), profuse hair, an â€Å"extraordinary pallor† as he is very pale, he is portrayed as being an old man in both and he is also similarly portrayed as speaking with a ‘strange intonation’ (foreign accent). The similarities between the film extract and the text with Harker is that in both they portray his feelings of anxiety and his crossing of the threshold is made significant. The differences are that in the text, Dracula is described as having bushy eyebrows and a moustache whereas in the film extract he has a plain face. In the text, Dracula is dressed in all black while in the film he is dressed in white which emphasizes his paleness with a red cape that is more powerfully visual as looking like blood flowing behind him. Also in the text Dracula is portrayed as having a red mouth with protuberant, pointed teeth while in the film he is shown as having a pale mouth and normal teeth. The director uses this look in order to make Dracula look like a normal human, adding to the feeling of mystery surrounding him, and to make him different from the stereotypic image of Dracula. Summary These two films engage a modern audience in the way the films use clever tricks to give suspense, which can be overlooked in some of the newer horror films that rely on the amount of blood that comes out rather than clever filming and jumpy moments. In short, Dracula and Frankenstein were very similar in the way that they portrayed the typical horror tricks and consisted of similar camera angles to each other point out various bits. I thought that Dracula, both the written extract and the film extract fitted the horror genre a bit better than Frankenstein as it was more believable for me. I also thought that the film extract was much more scary, although Frankenstein wasn’t bad and had its moments of fright. My final views were that Dracula was on the whole filmed better than Frankenstein as it used the different camera angles more effectively in my opinion. Andrew Baillie 10ALB Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Mary Shelley section.

Animal Testing Should Be Banned - 1300 Words

In today’s cosmetics industry, many ordinary animals, such as dogs, cats, rabbits, and monkeys, are being subjected to animal testing on products that could potential benefit a person’s complexion. Such animals are often chosen, because their DNA is genetically very similar to humans, and thus could be used for testing. The extensive procedures to testing various merchandises could potentially harm the animals during the process, because there are multiple trials to see whether or not the product is safe to use on humans. Of these trials, many animals suffer from intensive allergic reactions that could have long-term affects on them or potentially kill them. American cosmetic industry today are harming innocent animals, specifically rabbits, through testing procedures and instead should be using human cells to make synthetic cells that could be tested on rather than on live animals. Laboratory rabbits are being abused to fit the needs of the cosmetic industry. In skin i rritation experiments, the rabbit’s back are shaven and cosmetic ingredients are applied to the raw skin. The rabbits are not given any pain relief to these toxic chemicals that will often burn the skin, and thus leading to tissue damaged. Once the experiment is over, the rabbits are killed. Also, rabbits are subject to eye irritation experiments. John H. Draize, Ph.D, is a scientist at the United States Food and Drug Administration (FDA). In 1944, Dr. Draize developed the Draize eye test to evaluate eyeShow MoreRelatedShould Animal Testing Be Banned?844 Words   |  3 PagesShould animal testing be banned? Nowadays, a lot of animals has been tested on a range of experiments over the world. You could be supporting animal teasing cruelty without knowing it. Have you ever check if there’s animal testing on the cosmetics before you buy it? 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Animals are often abused, suffer, and even die during laboratory testing for the benefits of people to make sure medications, household products, newest procedures, and cosmetics are safe and effective for human use. Humans have benefited from animal testing for years while these animals suffer consequences with no positive outcomes for themselves. Even if a product or procedure is deemed successful, these animals are frequentlyRead MoreAnimal Testing Should Be Banned Essay1632 Words   |  7 Pages Animal Testing Should Be Banned Throughout the decades, animals have been used in medical research to test the safety of cosmetics including makeup, hair products, soaps, perfume, and countless of other products. Animals have also been used to test antibiotics and other medicines to eliminate any potential risks that they could cause to humans. The number of animals worldwide that are used in laboratory experiments yearly exceeds 115 million animals. Unfortunately, only a small percentage of

My Future as an Electrical Engineer - 1008 Words

Engineering is the application of scientific, economic design and a wide range of other specialized fields of engineering. As an engineer, there are four major different areas of engineering work that I can concern about, that is chemical engineering, civil engineering, electrical engineering and mechanical engineering. Beyond this four, sources separate to other main branches. Based on the electrical engineering is concerned with the basic forms of energy that run the world, there is a hopeful future in taking this major as my direction of future. However, what exactly is the benefit of this major; am I suppose to choose this major; what kinds of job opportunities that I am able to get and various of other questions are what I concerned†¦show more content†¦Compared with other majors, electrical engineering has more requirements on courses and credits. So, I tried to seek the main benefits from learning all of these courses. You gain a wide range of knowledge during your st udies, electrical engineering is not one dimensional at all. The Circuits and System are related with physical; Digital Logic Fundamentals is about mathematic; every basic study gives me a wide range of skills, for instance, from electronic transmit to programming. In the mean time, I am able to gain computer skills during the studies because computers are the only tool to run analysis and tweak components or electrical circuits. Consider that the modern world is run by computers, I am sure that having great computer skills will be the most advantage of having a job in the future. The biggest benefit of having electrical engineering is surely the increase of the job opportunity. Although there are various of jobs are provided to the electrical engineers, the types and details of jobs are still unclear. 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