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A rare document to find online at such a competitive price.
The Wakewood case study is a very popular assignment given to Management students at the postgraduate level.
Key Management principles are used to analyse the organisational cultural problems. Strategies are also proposed.
This is a Grade A document.
Purchasers will get full question, as well as receive support for further expansion (in words). The most challenging part of the assignment was to use a maximum of 1000 words.
Will be of great interest to Management Students worldwide.
A rare document to find online at such a competitive price.
The Wakewood case study is a very popular assignment given to Management students at the postgraduate level.
Key Management principles are used to analyse the organisational cultural problems. Strategies are also proposed.
This is a Grade A document.
Purchasers will get full question, as well as receive support for further expansion (in words). The most challenging part of the assignment was to use a maximum of 1000 words.
Will be of great interest to Management Students worldwide.
A rare document to find online at such a competitive price.
The Wakewood case study is a very popular assignment given to Management students at the postgraduate level.
Key Management principles are used to analyse the organisational cultural problems. Strategies are also proposed.
This is a Grade A document.
Purchasers will get full question, as well as receive support for further expansion (in words). The most challenging part of the assignment was to use a maximum of 1000 words.
Will be of great interest to Management Students worldwide.
Student I.D. 14400726 Student Name Elorm D. Oben-Torkornoo
Assignment - Case Study of Wakewood
Word Count: - 987 words
Internal Issues Unclear vision and goals in all units Poor Change Managemen t Skills Organisation al Structure Fear of Change from employees With a large unit of 700 workers, it can be assumed that the entire organization is a large one and has enjoyed some great success in the past.
Key Issues/triggers identified include: Internal Using the SWOT analysis exposes the issues: 1. Strength: - Willingness of CEO to implement new changes, and his strong goodwill with employees. 2. Weakness: -- Weak , centralised organisational structure --- Participative leadership style does not encourage productivity (Lewin et al, 1939) 3. Opportunities: - To tap into new technology that will boost productivity
4. Threats: - Unwillingness to accept change due to fear of redundancy A critic if SWOT, Valentin (2005) argues that SWOT guidelines generally lack criteria for prioritizing SWOTs, but this may be the case for misapplication. A good application of SWOT is done with other models at the back of the consultants mind, like McKinsey 7s. Thus when talking about weaknesses in SWOT, that is done looking at strategies, skills, staff, systems, strategy, etc. SWOT is a great tool in the hands of great analyst The Culture Issue Internal Issues (cont.) Trompenaars and Hampden-Turner (2012) describes culture as the way in which groups or people solve problems and reconcile dilemmas. As a result of the autonomous structure, there are large variances in the perception of quality and customer care between CEO and Unit 7 manager. Perceived strategy for achieving goals differ between CEO and Unit 7 Manager.
Decentralised quality control systems is the result of increasing customer complaints.
Interpretation of Web on Organisational culture The Cultural Web reveals matters that must be addressed for change to occur.
There is the need for a re-mapping of the cultural web, which involves the all members of the organisation taking part
Need for change Wakewood through the Cultural Web 1. Stories:- The employees admire and immortalise the CEOs achievements in implementing change in other units. It reveals a strong value for achievement over ascription. 2. Rituals&Routines:- Poor handling of clients in Unit 7. Long waits 3. Organisational Structure:- Autonomous 7 units with independent General managers managing key functions of the organisation. The CEO still maintains high influence and final say. 4. Control Systems:- Quality and other functional systems controlled by separate units. Unit 7 lacks quality control. 5. Power Structures:- The most influential people in the structure are the unit heads; the General Managers of each unit. 6. Paradigm: Employees taking for granted the importance of Customer service. Key Issues Within Wakewood External Analysis Using Poters (1997) five forces model, brings out some of the issues affecting Wakewood externally that require the change
1. Competitive Rivalry: Increasing competitive rivalry is an indication of lowering barriers of entry. Wakewood must therefore develop a strategy that builds on increasing certain barriers of entry it has the power to.
2. Buyer Power: Increasing customer dissatisfaction is an indication increasing buyer power. Weighing options/substitutes gives the buyers power. Wakewood must strategise to reduce dissatisfaction.
1. Supplier Power: Increasing cost of production is an indication of pressure on factors of production. When demand exceeds supply, price/cost goes up. Wakewood
Another factor, which is a trigger/issue, can be inferred from the PEST analysis; Technology. The industry Wakewood operates in seems to be changing rapidly, and technology is a factor in that change. External Issues Introduction of new technology Increasing costs due to higher supplier power Strong demand for quality by buyers Increasing competitive rivalry PLANNED CHANGE: The Three-Step Change Model Unfreezing 1. Issues that need include: attitude of staff towards customers, attitude towards adoption of new technology 2. The CEO needs to meet daily with Unit 7 manager to get him to buy fully into change programme. He is the influencer in his unit. 3. CEO needs to create let workers know the worst case scenario should they not change. He needs to create urgency among staff. 4. The CEO needs to manage and understand the doubts and concerns . Change For change to be effective: 1. The CEO must clearly communicate the vision to the unit managers. Weekly workshops /meetings at top management is required. Activities to execute the new vision should be clearly drawn and unit heads put in charge. 2. Unit managers should actively dispel rumours by being transparent with staff about management plans. 3. Management needs to empower action with financial resources. 4. The entire process should actively involve all members of staff. Refreezing This is where the desired change has taken place and staff have embraced the way of working. 1. To anchor the new change into the organisational culture, charters and new terms of contract, as well as job descriptions must be given to all staff. 2. There should be frequent training to support unit managers and staff. 3. Managers should create incentives for small successes chalked to motivate staff during the process Lewin (1951) proposes a model that Wakewood will find ideal to executing its cultural change Dawson (1994) and several other researchers have criticised the model as being simplistic and mechanistic in a world where organisational change is continuous and an open-ended process. Others have criticised it as top-down and management dirven. Lewins Force-Field Analysis of Wakewood: Change Process disected Any level of performance/equilibrium of an organisation is a result of a combination of driving and restraining forces at works (Lewin, 1951) Level of performance Time Driving Forces Restraining Forces Current State of Wakewood Expected State after change occurs Driving Forces: 1. The enthusiasm of the CEO of Wakewood to implement the change process. 2. Possible endorsement from Board of Directors 3. High Staff costs 4. Routine tasks are capable of replacement with computerisation 0 Restraining Forces: 1. General Manager of Unit seems largely disinterested in New technology 2. Staff reluctant to adapt. 3. Lack of skills to implement change Strategy: To pursue the change process in Wakewood it is important to reduce the restraining forces while maintaining or increasing the driving forces. Change Process The New Wakewood: Change in Organisational Structure Old Wakewood Board of Directors Unit 1 (GM) Functional Units Unit 2 (GM) Unit 3 (GM) Unit 4 (GM) Unit 5 (GM) Unit 6 (GM) Unit 7 (GM) Finance Personnel Administra tion CEO The old Wakewood: (via its structure) - Lacked coherent vision and strategy - Lacked possibility to conduct audits on various functions without people feeling being witch-hunted - Presented conflict in leadership. Staff see Unit Managers as the most powerful because they control hiring and firing decisions. Board of Directors Director of Administration Director of Finance Director of Personnel Director of Marketing/ Customer Relations Unit Managers Unit 1 (Manager) Unit 2 (Manager) Unit 3 (Manager) Unit 4 (Manager) Unit 5 (Manager) Unit 6 (Manager) Unit 7 (Manager) CEO New Wakewood The New Wakewood: - Will bring all the functional heads and unit managers to be directly accountable to the CEO. Senior Management will therefore be made up of CEO, Directors of Admin., Finance, Personnel, Marketing/Customer relation, and Unit Heads. - Regular meetings will provide opportunities for quality and marketing targets to be agreed upon and monitored. - Based on standards agreed upon, healthy unit competition can be promoted among unit. - The New Wakewood becomes more participative.
Impact of Culture on the Transfer of Management Practices in Former British Colonies: A Comparative Case Study of Cadbury (Nigeria) Plc and Cadbury Worldwide