Sherman Computer Repair New Direction - Essay Example

Sherman Computer Repair New Direction Goes Here Number Sherman Computer Repair New Direction Business growth and development is characterized by changes in activities and operations of the business, consequently impacting on the performance of the business. Initiating and adopting relevant actions that enhance change realization is a process with risks. These risks are spread across business stakeholders and their impact varies according the stakeholder being assessed in that regard. Change is inevitable if a business is to remain competitive over time, alongside the need to grow and expand (Carter, 2010). Degree of change adoption determines what direction the business takes and its competitiveness in the market. High reaction in the market is directly proportional to participation in change by firms. Planning for a new direction in business is essential for any given organization. Sherman Computer Repair cannot refute the fundamental role of planning for new business directions. This is a procedural activity that requires both time and resources to put in place. There are expected outcomes to look forward to prior to the operations and performance of the company. Steps and guidelines should be put in place in order to evaluate and assess the achievements of such a plan over time. It is important to note that organizational change is characterized by barriers that emerge from within and outside the business environment. With that in mind, the internal and external environments of the company should be assessed against the strengths and weaknesses of the company. Such an evaluation on Sherman Computer Repair will fundamentally determine the skill sets and company talents that need to be changed in the pursuit of growth and development, expansion and long term sustainability of good performance. Sherman Computer Repair Organizational Design The company has designated three different locations from where computer hardware repairs are dealt with. A receptionist and up to three computer technicians are available in each location to attend to customers who need to repair computer hardware. The company has further adopted mobile repair services. The mobile repair services are made available at customers’ homes whenever they need equipment repair services. For this purpose, 12 mobile technicians are provided to serve the company’s customers at their homes. A functional structure is depicted in the company’s operations and modes of doing business. An organizational structure is rendered functional by the adoption of a functional design. A functional design brings on board a number of functional units within the company. The goals and objectives being pursued are the same as they relate to the company. However, units, departments or groups with coordinated activities work together but independently, in the pursuit of the company goals and objectives. Job functions of each company department are clearly defined to rule out conflict of interest. Knowledge, skills, tools and/or equipment employed by each department are all suited to the primary goals of the firm (Jones, 2004). Similar objectives therefore characterize the various departments within the company, although hierarchical form of management may be evident. Functional organizational may be subject to barriers as aforementioned. To avoid or minimize the effects of such barriers on the company’s performance, Sherman Computer Repair would have to consider proper communication and coordination of activities within and without the company. Specifically, the company can consider enhancing individual and departmental cooperation as well promote effective communication among them. With this, departmental coordination is easy to achieve. In the pursuit of expansion strategies, Sherman Computer Repair will need to consider the problem of division of labor that comes with the process and therefore enhance vertical and horizontal decision making in management prior to the performance and success of the business. Balancing centralization and decentralization of authority and power challenges many companies in their efforts to grow. Sherman Computer Repair is not an exception. With dire need for growth and expansion, the company should consider decentralizing power and authority to other employees other than the management. This process makes decision making effective, even as the management’s workload increases with business growth and development. Sherman Computer Repair is pursuing the incorporation of computer assembly into its business plan. Such aforementioned problems are likely to come up, and it is essential that they be timely addressed as they emerge or be avoided altogether. Sherman Computer Repair External Environment External factors are inevitable in business. Any influencing factor whose functionality is outside the functional parts of the company is an external factor. Customers and suppliers are the most common examples of external factors (Jones, 2004). Sherman Computer Repair should consistently keep track of its external business environment and assess its impact on the company from time to time. The business scope of Sherman Computer Repair necessitates the need for many suppliers prior to the operations of the company. Supply chains between and among firms create barriers to effective performance due to competition and business diversity issues (Pearce & Robinson, 2005). Proper reaction to these barriers is necessary I order to ensure that the desired goals and objectives of the company are realized. All the parties involved in the business should be properly managed in order to minimize or alleviate such barriers. Sherman Computer Repair is in business to succeed and at the same time meet the demands of its market share. This success is influenced by customer volume, products and services offered and the pricing strategy of the company. All the three should be effectively managed and related if the desired business success is to be realized. Sherman Computer Repair depends on its customer volume and their buying behavior on its business aspect. The suppliers on the other hand depend on the company and other supply destinations in order to remain in business. Customers also depend on Sherman Computer Repair and its rivals for computer products and services. This interrelationship shows that each of the three parties is bound to succeed from the activities of the other. Customers will derive their satisfaction from the company, the suppliers will benefit from Sherman Computer Repair’s growth and the company will profit from its operations. Geographical boundaries and industry sharing is an inevitable scenario that Sherman Computer Repair has to deal with. It is not the sole market controller due to the presence of other competing firms like Synergetic Solution Inc. in this regard, there is need to develop geographical relationships with other competing firms. Organizational cultures are different across firms. On the same note, an organization pursues its national pride independently, and the resultant market share and business logistics are also different (Davila, et al. 2006). However, the relationship between one company and the other in the market context influences the success of each firm. Firms that tarnish the brands of rival firms on unrealistic and unreliable arguments are bound to lose. Sherman Computer Repair should evaluate its strengths and weakness from time to time in order to make informed choices on change decisions prior to making the external environment favorable for its operations. Sherman Computer Repair Talent Recognition The success of an organization is strongly founded on organizational culture. A solid organizational culture on the other hand is founded on creativity, innovativeness and inventions within the organization. Creativity and innovativeness within the firm is essential in development and provision of customer products and services. Customer tastes and preferences are diverse and dynamic over time. It is important that Sherman Computer Repair maintains its business aspect at par with these changes. The company should carry out internal marketplace activities that relate to both demand and supply of computer products and services, since this is a good source of creativity and innovation material (Ashkenas & Kerr, 2002). Uniqueness of skillset and knowledge of employees can help take Sherman Computer Repair to the next level. What is necessary at the moment is evaluation and assessment of current employees in the company. Given the market trends and upcoming business plans, staff’s knowledge and skills can be compared to the requirement set of establishing computer assembly operations. The weaknesses highlighted by the evaluation and assessment program can be dealt with through talent recognition. The company will now hire based on the need to combat the weaknesses as well making its strengths even stronger. Talent recognition does not only focus on the weaknesses within the firm, but also in the need to improve internal efficacy of the current staff. Efficiency improvement normally depends on offered incentives to effectively perform duties and an operational employee reward scheme at personal and team levels. Sherman Computer Repair lacks these tools, and it is necessary to introduce them as the company pursues creativity and innovativeness for both growth and expansion. The company will have to motivate and reward outstanding employees through performance management, within the context of its culture. Sherman Computer Repair Barriers to Change Change is not a onetime achievement due to the fact that it is characterized by numerous barriers in introducing and maintaining it. In order to effectively deal with barriers to change, the barriers should be identified in the first place. For Sherman Computer Repair, response to new idea by the management is the first step to consider in addressing barriers to change. Secondly, creativity and innovations may lack management’s support and therefore fail. Free flow of innovative ideas may seem normal, but that is not healthy for the innovation process. Different levels of management should be used to account for specific activities that greatly influence the operations and performance of the company (Jones, 2004). Sherman Computer Repair should move from centralization of power and authority to decentralization of the two in order to effectively manage its operations. As it grows and expands, the management is likely to have an increased load of duties and responsibilities and therefore devolvement of power and authority would make their responsibilities manageable. In addressing barriers to change, the organizational units are not necessarily expected to uniformly discharge their duties, but rather work in sync towards the company’s set goals and objectives. Conclusion Change is inevitable and companies are relentlessly pursuing change in every aspect that best suits their operations and performance. Business growth and development is characterized by change that further enhances expansion and diversification of business portfolio. Companies that are slow to pursue change strategies have been observed to fail in the short run or long run. Taking a firm to next level is a process that encompasses change, although firms hardly admit this fact. Sherman Computer Repair has realized its potential and it is therefore committed to change. The characteristic change that the company seeks to make will achieve both short run and long run benefits, thereby building an unshaken culture and product line. References Ashkenas, U. & Kerr, J. (2002). The Boundaryless Organization: Breaking the Chains of Organizational Structure, 2ed. Retrieved February 19, 2012 from the University of Phoenix rEsource MMPBL 550 – Creativity, Innovation and Organizational Design Course Website. Carter, M. (2010). The Learning Organization. Retrieved on February 19, 2012 from http://managementhelp.org/org_perf/org_lrng.htm. Davila, T. et al (2006). Making innovation work: How to manage it, measure it, and profit from it. New Jersey: Pearson Education, Inc. Jones, G. (2004). Organizational Theory, Design, and Change. New Jersey: Pearson – Prentice Hall. Jones, G. R. (2004). Organizational theory, design, and change. Upper Saddle River, NJ: Prentice-Hall, Inc. / Pearson Education. Pearce, J. & Robinson, R. (2005). Strategic management: Formulation, implementation and Control. 9th ed. New York: The McGraw-Hill Companies. Read More