In his article Harvey looks at how Microsoft has taken the move to restructure its consumer devices division as it aims to keep up with competitors in the rapidly-growing smartphone market (Harvey, para 1). The president and senior vice president of Microsoft consumer devices…
The second article by Bunkley tells us how General Motors (G.M.) is embarking on a new strategy to enable it harness innovative technology through investing in startups that are promising. Following in the footsteps of other huge companies such as Procter & Gamble, Intel and Google, G.M. has formed its own venture capital firm. The company has committed $100 million to this new venture which shall be headed by its vice president for global product planning. G.M. is seeking to lift itself out of its huge debt to the federal government while simultaneously creating a competitive advantage over its competitors.
For both organizations we can see adaptability being the key force for change (Palmer, Dunford and Akin 63). Microsoft seeks to gain brand positioning in the mobile computing sector, especially after successful launches in the industry by its main competitors, Google and Apple. The restructure emphasizes the division’s strategic importance by placing in under the Microsoft CEO. Conversely, G.M.’s new venture firm provides the company with a richer source for innovation and also diversifies its investment portfolio. The two organizations could leverage this restructuring with their unique organizational learning curve as sustained advantage. It is difficult to predict success for either because G.M. is still recovering from the financial crisis while Microsoft is entering, probably, this decade’s most competitive ...
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The paper operates mainly based on research questions which can be stated as follows: To what extent have external forces like the Leapfrog Group influenced change in the healthcare environment? Has this been positive or negative? What are some of the downfalls of obtaining patient information via the computer? How can these be minimized?
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Concurrently, the organisation intends to maintain its previous commitment to effectively maintaining arms capability and sustaining military strength even with a reduced volume of Brigade personnel. In most non-military organisational models, significant reductions in facility and personnel volume create complications to change implementation, ranging from tangible resource inefficiency to human capital-related declines.
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Organizational change is a structured approach that ensures successful and smooth implementation of any occurring changes with an aim of achieving long lasting benefits. Singh & Waddell (2004) points out that in the environments of the modern businesses, many organizations face many rapid changes unlike the past.
By undertaking this semester’s management course, I have gained invaluable lesson on pertinent models and theories on change management in an organization. On a personal level, I have come to identify myself with Prosci’s ADKAR
In 1956, Fortune magazine published its first list of “U.S.A.’s top 500 companies”. Unfortunately, after three decades, lesser than thirty companies are remaining in the list as of date. The other seventy companies have vanished either through acquisition,