ipl-logo

Blackbucks Organizational Change

1454 Words6 Pages

In this argument, I will be assessing the need for a change within the corporation of the Black Berry, Inc. I will also project a strategic methodological change plan, to accomplish the vision of the corporation. Also, a strategic change process, through the implementation of a change plan that will align itself with the vision of the BlackBerry, Inc. An analysis, to the role of the change agent and barriers to change; such as a lack of time, and, the fear of change in employees to the resistance of organizational change will also be examined.
Assessing the need for a Change in the BlackBerry, Inc. Corporation. The BlackBerry, Inc. organization is in peril, losing its competitive advantage against the Apple, Inc. The organization is currently …show more content…

These issues allowed for the loss of competitive advantage, and customers. However, these issues are challenges which can be rectified with the implementation of a methodological construct. Palmer, Dunford, and Akin argued that, “a strategist, utilizing the traditional organization development approach, along with structural activities, helps the organization employees resolve their problems” (Palmer, Dunford, Akin, 2009, pg. 194). Palmer, Dunford and Akin identified a number of action steps which must be prioritized in order to erect a change plan. Firstly, the problem must be identified. According, to Palmer, Dunford, and Akin, “an individual in the corporation must become knowledgeable of the issue to be rectified” (Palmer, Dunford, Akin, 2009, pg. 194). An employee, preferably an individual in top management must recognized a problem exist, thus, undertaking the necessary actions to attenuate the …show more content…

223). It is very important, to have all employees on board with a common objective to effectively achieve organizational goals. The direction of this change must be managed by John Chen, President of the BlackBerry, Inc. The corporation’s capabilities must be addressed in terms of human capital, management, technology, finance, and resources to undertake the new change. It is very important to institute a lifecycle into the strategic process: this means assessing on a periodical basis the accomplishment of the organization objectives. There must be corrective action towards hindrances, subsequent to periodical

Show More
Related
1175 Words | 5 Pages

Target Corporation, founded by George Draper Dayton, opened its first doors in 1902 in Minneapolis as Dayton Dry Goods Company. Dayton’s ethics and belief in “the higher ground of stewardship” is what molded his organization (Target through the years). Dependable merchandise, generosity and honorable business practice defined Dayton Dry Goods Company. Throughout the years, this company went through different leaders that have adopted changes to bring this company to success.

Read More
1036 Words | 5 Pages

Employees in this situation have lost all of the authority that they once had over the

Read More
921 Words | 4 Pages

McWhinney theory of problem-solving has identified a series of different approaches to solving complex problems in the organisation based on how the company views the realities, problem-solving and change management process. The Modes of change or approaches are formed by combining the four realities or worldviews into six distinct combinations. The different modes of change described in the McWhinney problem-solving model include Analytic, Assertive, Influential, Evaluative, Inventive and Emergent.

Read More
508 Words | 3 Pages

However, the amount of turnover at the higher levels, whether it was at their own doing or being fired, does not build trust among the employees and shareholders. Communicating effectively and often: She may be communicating too much with the amount of micromanaging she does. One example of ineffective communication would be when she introduced a new ad product at the Consumer Electronics Show against the recommendations of the team responsible. It was not ready and failed in the market.

Read More
558 Words | 3 Pages

Is a quote that helps me validate that there is an organization that

Read More
1435 Words | 6 Pages

Executive Summary Apple has always surprised the world with its innovation starting from the invention of computer circuit board of Apple I in 1976 to world’s most successful personal computer and electronic device manufacturer. They brought revolutionary changes in user experiences in using personal computers and currently smart devices. The company was always under the supervision of visionary leaders and effective strategies applied by them made the Apple what it is today. The company faced several ups and downs during its operating timeline and remained successful in sustaining their position in the market as a leader. The Harvard Business School Case study of Apple Inc. focuses on the growth and strategic management of the company accordingly.

Read More
2540 Words | 11 Pages

In current business environment, change is a common element that is continuously occurring irrespective of an organisations size, industry and age. As the world is changing, organisations must also change quickly to stay competitive. According Kotter (1996), organisations that handle change well thrive whilst those that do not either fail or struggle to survive. In this literature, the change that organisation XYZ underwent will be linked to Kurt Lewins 3-step model of change namely unfreeze, change and refreeze. In addition, will be the discussion of other key change management models such as Kotters 8 step model and Procsi model.

Read More
1852 Words | 8 Pages

Abstract The strategic change cycle is one of the processes within strategic planning. This cycle is a ten-step process created to assist organizations in meeting their mandates, satisfying their missions, and constructing public value. “Strategic planning is intended to enhance an organization’s ability to think, act, and learn strategically” (Bryson & Alston, 2011). Introduction Strategic planning is “a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an organization (or other Entity) is, what it does, and why it does it” (Bryson & Alston, 2011).

Read More
966 Words | 4 Pages

It became clear that change was needed within the company. The change management model used for establishing the change plan is Kotter’s eight-step model for leading change. This model identifies a roadmap which is easy to follow in order to guarantees a successful organizational change. The first three steps are creating a climate for change, followed by engaging the organization and the last two steps are about sustaining and implementing the change. (Kotter, 1995)

Read More
1136 Words | 5 Pages

Indeed, although a few managers who did get their jobs done efficiently, the majority failed to deliver their work in a satisfactory manner. Lastly, it is necessary to boost the morale in this work place. People ought to pay attention on ethic codes and show respect on this part. While Susan attempted to report the problem, she was afraid of possible negative reaction from her fellow colleagues – they might have frowned on her and made her difficult to continue to work there. This fear is a result of the management’s lack of awareness of existing problems, which established an image that nobody would care to correct the wrongs

Read More
962 Words | 4 Pages

PepsiCo International seeks for employees that are passionate with their work together with an energetic workforce. For this to happen, TMC has came out with their own modified simplified John Kotter’s 8-Step Change Model, it’s a four step process known as the Culture Change Roadmap. The change started in 2004 and with this, it has successfully guided PepsiCo International throughout. Ever since the implementation of the Culture Change Roadmap, PepsiCo International has shown significant improvement. It has first of successfully created an awareness of understand diversity and inclusion especially among the senior leaders.

Read More
921 Words | 4 Pages

Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.

Read More
788 Words | 4 Pages

Whereas other changes limited the impute of employees that should have been given more control. Hence Herold’s lack of understanding made the employees feel uncertain about their responsibilities and what they were supposed to do to contribute to the growth of the company that lead to the major failure in

Read More
1051 Words | 5 Pages

Change in organisations covers a vast field of business activity, generally aimed at improving performance and productivity through growth, innovation and skills development; through shifts in assets, resources or market shares, or a combination of more changes. HR managers can look to bring about change in the organizational structure by Lewin’s three steps of organizational change: unfreeze, change, and refreeze. Unfreezing is related to creating willingness and motivation for change through anticipating the future and analyzing the possibilities of change, change means seeing things differently and acting to move toward a more desired state, and refreezing establishes new ways to affirm the change and secure the new desired

Read More
1249 Words | 5 Pages

Planning: Organizational change can be planned or unplanned. Organizational members can be conscious and intentional about the changes that they want to make, often due to environmental factors, strategic or market needs, or other influences. Changes can also be unplanned, perhaps in response to an immediate threat or crisis. Weick (2000) described planned changes as "ongoing accommodations, adaptations and alterations that produce fundamental change without a priori intention to do so. " Organization development is a field that has been primarily concerned with the successful implementation of planned organizational change (Beckhard, 1969).

Read More

More about Blackbucks Organizational Change

Related Topics

Open Document