The Structural Organization of Dell - Essay Example

Critical review and application in Dell Company Critical evaluation of a number of different diagnoses models and/or strategies to determine which is the most appropriate for diagnosing change within the Dell organization and choosing the model/strategy to undertake a diagnosis of the organization. Dell is a technology company that provides a wide range of service and products. It ranks as the biggest worldwide company in the information technology sector. Its objective is to provide innovative and quality solutions to their consumers. The company is initiating an expansion, for the merger to be successful the structural organization of Dell requires adjustment. The company is appointing new board member to add to the executive board. The changes aim is to improve on the performance of the company and open new business opportunities for the company. These changes are to streamline the operation of the company, facilitating strategy execution. The company focal point is their consumers. The market is competitive, and for the company to maintain the lead in service provision consumer needs are a priority (Marshall, 2010). That way the company will make an impact in the market, increasing their share segment. The organization is undergoing changes, and effective transition is crucial to it survival. Change is unavoidable in companies. The managers of a company need to understand the model of change that best fits the organization. To do that they have to define what they want to achieve, the time available for them to achieve, the cost and the impact that the changes will bring on the concerned parties. This calls for proper planning and efficient management of the organization. The models of change are many; thus, the managers have to exercise their intuition and expertise in the selection of the best model (Jones, 2006). Irrespective of the change model that a manager decides to use, there are basic concepts that involve changes. The organization should have excellent communication channels to create consciousness of the projected changes. This is important so that the attitudes of people become receptive to the idea in readiness for the implementation. Empowering people through knowledge creates positivity towards the intended changes. When the people understand the foundation an idea they can create an enabling environment for it to succeed (Jones, 2006). The model of action research examines the change process during implementation and behavior of the participants. It also measures the attitudes held through the change duration. The model’s concern about actions, that is, they determine the outcome of the changes (Marshall, 2010). It is an experimental model that has room for a range of frameworks. The process of this method is three steps, starting with unfreezing, then moving and finally refreezing. These steps follow each other sequentially as outlined. Lewin’s model offers three steps similar to those offered in the action model. It says that for the changes to last the three steps need implementation. The model defines activities in a clear way. However, it requires to almost sudden implementations that would be difficult for a large organization. The model has the flexibility and is usable in situations of unplanned changes. This aspect comes with the non-cumulative nature of the model. Thus, it is applicable when there is no continuity (Marshall, 2010). Schein develops Lewin’s model. This model uses the concept of unfreezing. It operates on the premises that the participants in the organization have to understand the need for change and accept change. This condition is crucial for the motivation of the people and them to desire the change (Marshall, 2010). It makes them have confidence that they will succeed and achieve more with the changes in place. People will be capable of recognizing the idea and own it. This makes them employ all the resources available to them in meeting the goal. Kotter’s model of change has eight steps that he uses to approach change in organizations. The model suggests people are comfortable with the known and will resist changes. The uncertainties’ presented by the changes do not appeal to the people, and they mistrust the changes. In order to have the people overcome their fear and get involved in the changes, there should be urgency. A plan on how to implement the changes should be there to guide people along and ensure they keep up with the changes. This model is useful on the strategic level (Marshall, 2010). Jick’s model of change works towards changes on the tactical level of an organization. This model applies best in the evaluation of change that is happening in an organization. The business landscape is constantly changing. This model acts as a guide through the uncertainties’ and the risks that arise in the unfolding of changes. The model is effective because it asks questions at each step of development (Jones, 2006). This model is highly applicable in the daily running of an organization. Shield’s model is on the premises that changing the organizations’ operations the manager should pay attention to the social aspect of the company. The model put weight on the human relations that exist in an organization. The model says these are essential mechanisms for the success of changes in an organization. The management has to communicate on the changes that they want to introduce in the organization (Gaffney, 2010). There should be a consideration of the business stability while it is undergoing changes should remain. The models above are relevant and usable in today’s constant changing business set-ups. The models have some common characteristics. However, there differences in the key area that each of the model is taking as the catalyst to successful changes in the organization. All models are mapping how an organization implements the desired changes. In analyzing the changes that the Dell Company is undergoing, the above models cannot operate in seclusion. There is the Mento’s model that will be effective to use in Dell Company (Jones, 2006). Mento’s model like all the other models of change diagnosis develops in steps. The first step is the coming up with the idea of change. The environment within which a company operates determines when it is time to for innovation. The Dell Company is in the field of technology and inventions keep coming up. Thus, implementation of new strategies has to be there so as not to become obsolete in the market. The new concept needs consolidation in the existing order of operation (Jones, 2006). Implementing innovation is a bold step that need concrete planning. The model stipulates defining of the change initiative. This is carrying out the feasibility of the idea raised. This step is critical for it helps to avoid implementing of half-baked ideas that will fail. Further, defining helps the management to know resource requirement and labor input that the idea would need (Gaffney, 2010). This step forms the foundation of successful change implementation without hurting of the company. The model emphasizes on taking considerable time in this step to avoid future errors. Evaluation of the appropriateness of the change is the next step. The Dell Company wants to expand its market in India and China, understanding of the political climate and the trade conditions within these nations is paramount. This will assist to know the best time to enter the market in these regions. The company will then be able to make an accurate estimation of capital investment to make in these nations. Further, in the evaluation, the company foresees the challenges that are likely to arise in the expansion process. The company then takes the required actions to allay the effects of the challenges (Gaffney, 2010). The model next step is the development of a plan. The company expansion process has to be systematic. Thus, outlining each step is imperative. This is to ensure the way forward in the expansion process is clear and well understood. Networking within new territory comes in next (Jones, 2006). The members of the given states and those already operating businesses in the region can offer advice on operations within these nations. The insiders’ opinion and caution are vital for the company. The mode of business in the Dell Company is customer-oriented. Thus, expansion prepares the targeted population. The company will have to involve in product promotion and awareness creation (Cumming, 2009). A customer cannot a product that is foreign to them; thus, the company has to advertise their product. In addition, the company needs to understand the taste and preferences of the targeted customers. This will enable them to package their product to the appeal of the customer. The company should be aware of the rate of diffusion into the given markets. This will be essential in the estimating time required to make an impact and establish market shares. The model advocates for lasting changes. Thus, the company has to establish a culture that will make the products and service desire of the customer is timeless. This will make the company grow and even expand in other new territories. This is possible through consistently offering high quality services and products (Gaffney, 2010). The model is sensitive to the needs of the people working within the company. The company should have in place a program for recognition and appreciation of the employee. The management should take motivation of the employees seriously (Cumming, 2009). This will boost an optimistic outlook among the employees, and it will boost their output. The model is comprehensive it suggests that the strategic communication of the change. Constant communication flow forms the basis for success in organizations. This model is unique in that it suggests the measure of the progress that the change effort makes. In measuring the progress, the company will learn and integrate the lessons in the change process. The company will be efficient in distribution of labor and allocation of resource to the various departments involved in the expansion. This model if followed to the latter, can yield the company immense benefits (Gaffney, 2010). Reference Vinger, G. (2008). The Behaviour-oriented Organisational Change Models and Large Scale Organisational Change: A Case of the South African Higher Education Transformation. International Journal Of Learning, 15(8), 195-203. 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