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(2007, 1000 words)
This paper examines the main features of the logical instrumentalism with regard to managerial behaviour and organization development. The study shows that a critical factor determining a firm's ability to adapt to external change is whether the impact is at the component or the architectural level, and the management must be good at managing and adapting the companies to the changing business environment in order to survive in the business competition. Dynamic model strategy criticisms of dynamic strategy model are also used in this study.
(2007, 5000 words)
The paper considers three improvements scenarios with regards to the BA's present competitive position: continuous improvements, radical improvements and improvements cycle. The analysis is focused on the improvements of service concept which is considered as the primary source of BA's competitive potential to face the pressure of low-cost airlines. The consideration of scenarios is based on PESTLE and SWOT analyses.
(2007, 1000 words)
The present paper outlines the individual skills and competence that should be demonstrated by an effective change agent. Though, the skills are contextualized in hospitality environment, the similar requirements might be found in other areas. The following skills are considered: technical know-how, team building skills, leadership, power negotiations and self-management.
(2007, 3000 words)
When competition gets tough, some firms suffer in terms of defecting customers and likewise declining bottom-line. It is customary to see declining firms pursuing new strategies ranging from new product roll outs to disinvestment. Some do succeed while some don't. This is because there is no single and predetermined success strategy for organisations against the disruptive elements at the marketplace. Yet in the face of disruptive and complex market forces, Apple Inc has learnt to swiftly effect strategic changes. In 2001, the Company made a strategic leap by remodelling its business model. Apple Inc shifted from the PC businessits core business, to the market for portable digital music player. Six years after, the Company sees itself competing not against computer giants (as was the case pre-2001, but also against giants in the music and entertainment industries, and more recently against mobile phone companies and TV networks. These recent addenda into the Company's line up of products owe their emergence to the change strategy executed in 2001.This episode of strategic change constitutes the foundation of the analysis contained in this report. The report advances a theoretical and industry's based explanation to the strategic change, and how the strategic leadership of CEO Steve Jobs may have helped in defining what is today's Apple's core competencies in design and innovation.
(2007, 1000 words)
This paper will briefly explore five arguments regarding information technologies and organizations that are, role of user involvement, difference between information system and information technology, benefits of data mining, problems of unreliable security system and benefits of E-commerce
(2006, 2000 words)
The paper reports on the international accountancy company KPMG looking into their history and examining the strategic changes they underwent in the 1990s. Academic literature on the organizational change is reviewed focusing on the triggers of change, leadership styles, etc. KPMG practices in change management are analyzed.
(2006, 3200 words)
This report aims to offer viable strategic options for Motorola to reverse a steady decline in Motorola's position in China. First, it identifies the reasons of loss of market share in China for Motorola based on analysis of changes of industry environment. Second, it points out the organisational resources which should be developed to enhance Motorola's competitiveness. Finally, it offers two strategic options that help Motorola to regain its market share in China.
(2006, 3000 words)
The paper examines the outcomes of the strategic change within Sony Corporation outlining the company's problems and analysing the management's strategies in reviving Sony's electronic business. Theoretical and managerial approaches to change, innovation and continual improvement are reviewed; Sony's experience in change management is evaluated.
(2006, 4500 words)
The paper examines the theory of strategic change providing a review of academic opinions about the features of organisational change, its triggers, implementation, associated problems and general implications for the company. A case study of strategic change in Ericsson Australia is conducted offering an overview of Ericsson telecommunications company, their external (PEST) and internal environmental analysis, and the evaluation of strategic change they implemented.
(2006, 4000 words)
This paper sets out to explore and analyse the change process that has taken place within a construction company. The change has been initiated due to senior managements realisation that the company must embrace more co-operative ways of operation both internally and externally. The change process has not been fully implemented and is only partially successful; consequently the senior management team have employed a team of change management consultants to carry out the final push to change. The structure of the organisation is one which inhibits the development of participative operations and it has been recommended that a more organic, flexible, project based structure is introduced, It is recognised that the ensuing change in culture will be difficult to implement. The change consultants recommend a three stage implementation that may take up to three years to fully embrace.
(2005, 5000 words)
The paper reviews the theory of strategic change differentiating it from other forms of organisational change and discussing its causes, effects, the role of leadership, etc. Strategic change at British Aerospace (BAE) is analyzed reporting on the companys history, external and internal drivers of change, positioning of BAE (using Porters 5 Forces model and Whittington model), etc.
(2005, 2400 words)
This paper is looking at theoretical background to change management. The first part analyses three change models of organisational development (OD), E-V-R congruence and organisational change model of growth. The second part discusses the importance of assessing organisational culture and organisational structure for successful strategic change programs.
(2005, 2000 words)
The paper examines the role of cultural awareness in international mergers and acquisitions. Academic literature on national culture, organizational culture and mergers is reviewed. Conclusions are made about cultural impacts on mergers.
(2005, 6500 words)
The buy-out industry has been generally recognised as a success, generating positive impacts to under performing companies. However, recently buy-outs have been concerned with a negative perception. This report, as a result attempts to highlight the nature and the main issues of buy-outs. Evaluates current situation in the buy-out industry and the factors that are causing this negative perception. Presents managerial, financial and strategic solutions to overcome this problem, illustrated by examples.
(2005, 2000 words)
The paper examines the issues related to strategic change in an organisation, namely, the reasons inhibiting strategic change, the difficulties encountered in the process of change, etc. Various theories of strategic change are discussed; conclusions are made about the conditions necessary for implementing a successful strategic change.
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