Sept 2022 week one

/in /by

Introduction document attached. This along with the rest of the three weeks work makes a complete project, so please, when you chose a topic/firm, YOU WILL NOT BE CHANING it along the way. 

Take note!

Strategic Management and Business Policy

Thomas L Wheelen; J. David Hung

Week One Learning Plan and Readings

Weekly Introduction

Introduction

In this first week together, we will discuss some of the common terms and basic concepts of strategic management. The Strategic Management Model will be introduced and developed for the remainder of the course. We will examine how corporations are governed through their boards. The unit finishes up with a discussion to the two primary viewpoints regarding the social responsibilities of management.

Also in this unit, we take on one of the most important, and often overlooked, aspects of strategic management: environmental scanning. Our purpose is to determine both what opportunities and threats lurk in the marketplace and what strengths and weaknesses exist within our firm.

Environmental scanning is our first step in the Strategic Management Model. We will use both the Internal and External Factor Analysis Summary (IFAS and EFAS) matrices to clarify and outline our findings and conclusions. This week we will focus on EFAS.

Selection of One Case for All Assignments (EFAS, IFAS, SWOT and SA)

Over the course of this term you will be developing a Strategic Audit on ONE of the following case studies:

· #7 Chipotle Mexican Grill

· #9 Harley Davidson

· #10 Uber

· #11 Pandora

· #12 Amazon

· #13 Blue Nile

· 14 Groupon

· #15 Netflix

· #16 Town Sport International

· #17 Zynga

· #19 Panera

· #22 Sonic Restaurants

· #24 Under Armour

· #26 J.C. Penny

· #27 Best Buy

· #28 Target

· #29 Staples

· #30 Tesla Motors

· #31 TomTom

· #32 General Electric

· #33 Snap-On Tools

Select one case to work on for all your weekly assignments. All these cases are in the BUS480 library site and you can read there the abstract for each case. Remember that you will stick to your case for four weeks. Make sure you pick one that is of interest to you!

Week 1 Assignment – EFAS

This week you will create the first component of the Strategic Audit, the EFAS (External Factors Analysis Summary) for the case you selected from the options above. See the calendar to verify the due date.

Things to do in Week 1:

· Study the material mentioned in Week One Readings

· Prepare questions for the live office hours

· Participate in the discussion topics mentioned in Week One Discussions

· Complete your assignment mentioned in Week One Assignment – EFAS

· Please ensure that you review the details of the BBA Exit Exam (Peregrine exam) in week 4, so there won’t be surprises for you. You can take the exam any time during the class, but we recommend to do it during weeks 3 and 4.

Learning Objectives Week 1: Societal Environmental Scanning

This first week we will focus on the CLO’s presented in the following table. Under each relevant CLO, there are specific learning objectives you should be able to do upon completion of this segment:

 

Week 1

Week 2

Week 3

Week 4

CLO #1

X

 

 

X

CLO #2

X

 

 

 

CLO #3

 

X

X

X

CLO #4

X

 

 

 

CLO #5

 

 

X

X

CLO #6

X

X

 

X

CLO #1 – Analyze the business situation of an enterprise in a variety of domestic and international industries and competitive situations.

· Identify external environmental and strategic factors.

· Apply and utilize the External Factors Analysis Summary (EFAS) Matrix.

CLO #2 – Use the principles of strategic management to make recommendations for a case enterprise.

· Explain the importance of the case method.

CLO #4 – Demonstrate awareness of ethical principles, personal and company values, and socially responsible management practices.

· Define and interpret the role of the board of directors in corporate governance.

· Explain some reasons for unethical behavior and how organizations encourage ethical behavior.

CLO #6 – Demonstrate the ability to integrate and apply the skills and knowledge acquired in business courses, including marketing, management, finance, accounting, and economics.

· Explain the basic model of strategic management.

· Apply basic accounting and finance tools in developing strategic audits.

image1.png


Week One Assignment – Sept 2022


EFAS

Develop an External Factor Analysis Summary (EFAS) for your selected case study following the guidance in Chapter 4.

DUE BY THE END OF THE WEEK. VERIFY THE EXACT DUE DATE AND TIME IN THE CALENDAR.

·
Helpful Hint #1: external factors are those the firm as NO control over. I will be doing reality checks when reading your work, asking, “Does the firm control this activity or not?” For instance, a firm has control over the price it chooses to charge, but they don’t have control over whether or not that price is acceptable to the ultimate consumer.

·
Helpful Hint #2: your explanation/comments column can make all the difference in my answer to the question above. Use short names for the factors, but flesh them out in the explanation/comments so they make sense when you approach them later on.


Threaded Discussions Week One (1) – Sept 2022

Topic 1: Societal Environmental Scanning and Section III of your SA 

Based on your readings this week (specially chapters 4, 13 and table 4.1) and the information you have found about your selected firm so far, what variables would you consider to make a societal environmental scanning (STEEP analysis) in Section III of your SA? 


Threaded Discussion Week One (2) – Sept 2022

Topic 2: : Thinking on Section II of your SA

The basic starting point for 
Section II – Corporate Governance is to read chapter 2, the document about your case in the textbook and the respective section of your firm’s Form 10 at the Securities Exchange Commission. Share the draft of 2 paragraphs for your chosen case. The question is to lay out the responsibilities of the corporate governance regarding laws and regulations of the SEC. Each of your selected companies must have this document submitted to SEC regarding the disclosure of their information all the time.

The annual report on Form 10-K provides a comprehensive overview of the company’s business and financial condition and includes audited financial statements.

309

/in /by

000 people were being served outside evacuation centers.

often hailed as a proof of

/in /by

divisional

/in /by

district and

Performance management overview

/in /by

Instructions

In 2–4 pages, your assignment must address the following: 

  • Describe the five variables that should be addressed in an expatriate performance management system.
  • Analyze the elements within each of the five variables that should be considered in the performance management system.
  • Evaluate the challenges with conducting performance evaluations  for expatriates that differ from a traditional performance management  system.

Case study 10 – the arbitration case of jesse stansky

/in /by

1. Which arguments should be given more weight: those based on company policy, the employee handbook, and the labor agreement or mitigating factors given by the grievant and his witnesses? Explain.

2. How might unprofessional conduct be defined? Explain.

3. If you were the arbitrator, how would you rule in this case? Explain fully the reasons for your decision

Case Study 10 – The Arbitration Case of Jesse Stansky

Textbook Chapter 14 Case Study 2 p. 568

At the arbitration hearing, both parties were adamant in their positions. Nancy Huang,
HR manager of Phoenix Semiconductor, argued that the grievant, Jesse Stansky, was
justly terminated for arguing and hitting a coworker—a direct violation of company policy
and the employee handbook. Stansky argued that he had been a good employee
during his 10 years of employment.

The submission agreement governing the case read, “It is the employer’s position that
just cause existed for the discharge of Mr. Jesse Stansky and the penalty was
appropriate for the offense committed.” Additionally, the employer introduced into
evidence the labor agreement, which defined just cause termination as follows:

Just cause shall serve as the basis for disciplinary action and includes, but
is not limited to: dishonesty, inefficiency, unprofessional conduct, failure to
report absences, falsification of records, violation of company policy,
destruction of property, or possession or being under the influence of
alcohol or narcotics.

Stansky was hired as a systems technician on November 20, 1998, a position he held
until his termination on October 25, 2011. According to the testimony of Huang,
Phoenix Semiconductor strived to maintain a positive and cordial work environment
among its employees. Fighting on the job was strictly prohibited. Stansky’s
performance evaluation showed him to be an average employee, although he had
received several disciplinary warnings for poor attendance and one three-day
suspension for a “systems control error.” Stansky was generally liked by his coworkers,
and several testified on his behalf at the arbitration hearing.

The termination of Stansky concerned an altercation between himself and Gary
Lindekin, another systems technician. According to witnesses to the incident, both
Stansky and Lindekin became visibly upset over the correct way to calibrate a sensitive
piece of production equipment. The argument—one witness called it no more than a
heated disagreement— lasted approximately three minutes and concluded when
Stansky was seen forcefully placing his hand on Lindekin’s shoulder. Lindekin took
extreme exception to Stansky’s behavior and immediately reported the incident to
management. After interviews with both Stansky and Lindekin and those who observed
the incident, Huang, Samantha Lowry, the employee’s immediate supervisor, and Grant
Ginn, department manager, decided that Stansky should be terminated for
unprofessional conduct and violation of company policy.

Questions

1. Which arguments should be given more weight: those based on company
policy, the employee handbook, and the labor agreement or mitigating factors
given by the grievant and his witnesses? Explain.

2. How might unprofessional conduct be defined? Explain.

Case Study 10 – The Arbitration Case of Jesse Stansky

Textbook Chapter 14 Case Study 2 p. 568

3. If you were the arbitrator, how would you rule in this case? Explain fully the
reasons for your decision.

Source: Adapted from an arbitration heard by George W. Bohlander. All names are fictitious.

Case 12-renault

/in /by

Submit your answers to these questions below:

1 Is Carlos Ghosn correct to assume that he should be able to work similar deals with laborers in France as those he has reached in Spain? 

2 Is Renault subtly threatening or coercing its French employees by speaking of plant closures being “unavoidable” if they do not make major concessions? 

3 To what extent should large manufacturing firms expect employees to bear the brunt of economic downturns? 

4 How would you feel about Ghosn’s ideas if you were: 

  • a Renault employee in France? 
  • a Renault employee in Spain? 
  • a Renault employee in the US? 
  • a Renault shareholder? 

then this severity

/in /by

W2omm618res1

/in /by

Please read each passage below, I need a few sentences in response to each part. Please use at least one source. Please cite the reference(s) properly. Part 1 and 2 can be on the same page, however, please keep them separate by labeling them Part 1 and Part 2. No Title Page 

PART 1

One of my closest relatives previously worked at Apple.  The core values of this organization include inclusion and diversity, justice initiative and racial equality, education, supplier responsibility, privacy, and accessibility. When recruiting, the organization observes these core values. The recruitment process is essential in every organization since it enables employers to identify competent, skilled, qualified, committed, and qualified individuals (Dev, 2021). The positions discussed include data scientist, product manager, and developer.

The recruitment process for data scientists involves three parts phone screener, telephone screener, and onsite- loop. In the phone screener, the applicant speaks with the recruiter who asks questions. The candidate can expect to discuss their CV, work experience, why they want to work with the company, and their projects. The telephone screener is the technical part of the interview and includes assessing candidates’ skills and measuring their understanding of the concept of machine learning and data science (Springboard, 2020). The last part is an onsite loop and consists of around five interviews with Apple product managers, data scientists, and hiring managers.

After applying for product managers, the next step involves a phone interview with the recruiter. If the candidate has passed the first interview next step is face timing with a team leader. This helps to measure candidates’ technical abilities and cultural fit in the organization. The last step is a panel interview with various leaders of the company. A candidate seeking a developer position must undergo the application process, phone interview, assessment test, and final interview (Dev, 2021). The main recruitment process used by Apple company is applications, phone interviews, assessment tests, and final interview. The pros of using this recruiting process from the organization’s perspective are that it gives recruiters time to select the most competent and qualified candidates. The cons are the process is time-consuming.

Reference

Dev, A. (2021). ” Acquihire”-A journey for startup? (Master’s thesis).

Springboard. (2020, July 8). Apple Data scientist interview: A complete guide. Springboard. Retrieved December 15, 2021, from https://www.springboard.com/library/data-science/apple-interview/

PART 2

 The three jobs I will discuss are ones at my current organization. I work for a non-profit community healthcare system in Southwest Florida. 

Patient Service Representative
The Patient Service Representative (PSR) is a supportive role that assists patients in scheduling their appointments, communicating their needs to the physicians and clinical staff. It is the first point of contact that they see. Our organization uses partnerships with large job posting sites such as Indeed and LinkedIn. The candidate considers the posting, clicks on the link that takes them to our organization’s website, creates an account, and applies. They then wait for HR to pre-screen them, and if they are viable, their application is sent to a hiring manager.
This process has proved to be cumbersome for applicants as this has become an employee market. They want to have easy access to apply and immediate interviews. Indeed, it has this capability. However, our organization has not paid for it, causing a decrease in applicants who will apply the easiest way possible. The benefit of job posting sites is our postings’ visibility with many potential employees using them. Another positive of Indeed, according to Edwards (n.d.) is, “the power of Indeed lies in the aggregated database. In theory, it’s supposed to streamline the job search process by eliminating the need to visit dozens of different sites.” These sites charge a premium for convenient hiring tactics, and not everyone uses them. For us, it has decreased the applicant pool significantly. 

Practice Manager
The Practice Manager is a position that I used to have before becoming a Director of Operations. This position is responsible for the office’s day-to-day operations, recruiting, training, evaluating the staff, and supporting the providers. The education requirement is a bachelor’s degree plus two years of experience in this role. The positions are recruited using the same format as the PSR. However, it is often a word-of-mouth referral that helps obtain recruits. I was recommended to this position by one of my physicians at the previous hospital before joining my organization in 2016.
The benefit of word-of-mouth recruitment is that the employee has a solid positive reputation before the interview. Their work history can be vetted out by the person who refers. Using a job posting platform is more challenging because the applicant is unknown. However, the pros are that there is a larger pool of applicants. 

Psychiatrist
The Psychiatrist position has been very challenging to fill. In our organization, we need three but only have one. Their role is to see patients on the inpatient unit and the floors of both campuses. For one person, it is a lot of work. We have the job posted in multiple medical magazines across the nation and locally. The best way for this recruitment is word of mouth.
The challenge we face is that during Covid, so many Psychiatrists became virtual visit connoisseurs. They accept cash-only and see patients virtually from the comfort of their homes. The inpatient psychiatrists are reaching retirement age, with very few to backfill. Harrar (n.d.) states, “sixty percent of psychiatrists are over age 55, making them one of the oldest (and closest to retirement) of all medical specialties.” The pros of recruiting using these methods are that we reach a national population, but the cons are that regardless of what way is used, the shortage exists. 

References

Edwards. (n.d.) The Pros and Cons of Popular Job Sites. Retrieved on December 16, 2021, from The Pros and Cons of Popular Job Sites | Inc.com 

 Harrar, S. (n.d.) Inside America’s Psychiatrist Shortage. Retrieved from: Inside America’s Psychiatrist Shortage (Special Report) (psycom.net)

55 k5d

/in /by

You are having your final meeting with your HRD team and the Pegasus department heads.   Prepare your change management program. do a PowerPoint presentation including the following:  

  1. Discuss the option for completing the change reorganization to ensure that the change will be maintained as an ongoing activity in the organization. 
  2. Determine methods of evaluation you would recommend to complete the change-management reorganization and your rationale for why you would use these methods of evaluation.  

The recommendations may be used individually, combined, and/or implemented in a timeline.use ref. 5 to 7 slides. add notes.

use attachments

Running head: Memo

6

Memo


Memo

Student’s name

Name of institution

Date

MEMORANDUM

To: The Pegasus Head Department

From: Internal consultant,

Date: October 27, 2021

Subject: Reorganization.

I am writing as the organization’s internal consultant, working in the Human Resource Management, to inform you about the reorganization plans in the company and request for assistance in Pegasus reorganization process. Pegasus has had a huge growth and development over the past several years but as the organization continues to develop, we must make sure that assisting Pegasus to stay effective as well as efficient in the current competitive market is the main objective for all the staff members including the Human Resource Department team. However, the main goal for every member in this organization is to continuously support Pegasus to become a proficient and operative in the modest marketplace today. The company’s culture have always led to holding its employees and has always made each employees to feel accountable for organization’s projects. As the result, all staff members work towards the well-being of the company.

Subsequently, due to recent occasions of communication deficiency among staff members from different departments and poor performance due to project mistakes resulting to redoing the projects, there have been a huge increase in cost and time consumed on a work. In addition, lack of communication skills have led to ineffective leadership in various projects. Thus change is needed in Pegasus for effective communication and leadership skills.

Need for change

The company various members such as engineers, scientists, model-makers, designers and administration staff. However, this is a large group that is comprised of skilled individuals that do not communicate with each other, except while passing projects. Therefore, they require an effective communication line among then. In the past years, the organization have been going and doing well, but recently things have taken a huge turn of things due to various reasons. Communication has become one of the biggest challenging within Pegasus. Poor communication among the employees can limit Pegasus ability to optimize performance, therefore there is a need for change. Many employees have complained and feared that Pegasus is disintegrating and crumbling due to communication problems. For instance, since each department has its own subculture language, it had led to problems such as project mistakes taking a long time to be completed. Recently, there have been uncomfortable talks among the employees about resigning work, which is a bad show for the company. Since communication has become a major problem that is letting us behind, developing change initiatives and implementing them will help in resolving this issue.

When there is a lack or poor communication in the organization, it can is overwhelming to stay on complains of the corporate and other issues at workplace (Hartle, S., 2021). Therefore, having changing that will bring effective communication within the organization will be necessary for Pegasus growth and success. It will also ensure transparency among the staff, develop an effective team, help in employee’s management, create and maintain positive relationships as well as facilitate innovation.

Steps to facilitate change process

The team has developed several strategies, culture changes needs, services and materials in communication development. For example, services that are needed include communication training programs and material needed include new communication devices within the organization’s departments. However, since the current communication has been a huge problem in the company, therefore, reconstruction will be with reduction in force (RIF).

Steps

The staff members have never experienced change before, therefore taking them through change might be a hard task. However, the first step that my team will take in facilitating change and assisting the staff to accept and push the change within the organization is stating the change and explaining why it is needed. This will be achieved through clear articulation of what communication change is all about, the need for it, its importance and positive outcome of this change. This will help the staff to understand the need for change. Secondly, listening to staff member’s feedbacks throughout the process of change and acknowledge them. This can be done in the beginning, middle and at the end of the change process. This will help maintaining alignment (Radovic M.M., & Salamzadeh, A. 2018).

Thirdly, defining the role of each member in the change process. Since Pegasus as different departments, each department will have roles in driving the change so as to set milestones, establish communication rhythm and schedule regular check-in. Fourthly, providing trainings. A training will be provided for both on individual level and as a team. This will help establish communication standards consistency so the staff members understands need for communication among all the company’s staff members and how to communicate with the co-workers in variety of situation. In addition, through this training, employees will gain strong communication skills that will be beneficial on organizational basis such as leadership and on individual level (Lain, A. M., 2021).

Finally, placing a reward for acceptance. Majority of staff will take the change well since they all agree on the need for communication change, thus they will proactively aid in change accept. While, other members might be slow in adopting this change. As such, the team has decided to plan in organization reward for best the staff, who will make an effort and time to embrace this change. Well, change is said to be inevitable, therefore this are the right steps to facilitate change with less pain since it is the first time, also they will assist in increasing change speed as well as maintain morals high during change process.

Head department involvement

We require you to lead this change initiative for a successful change process. However, you will be involved in general communication through building the awareness for the need of changes together with my team. Well, my change team will provide the essential details but with your help to deliver the message to the staff members, the change process will be easier. Your reinforcement to maintain the change and the desire influence towards supporting and participating the change among the staff members will be required. In addition, your help towards providing materials needed for this change process and training, which is required for communication and leadership.

In conclusion, this change initiative will assist Pegasus to run efficiently. Moreover, clear communication strategies and right tool are essential for company’s development.

Thank you,

Internal consultant.

Reference

Hartle, S., Facchinetti, R., & Franceschi, V. (2021). Teaching communication strategies for the workplace: a multimodal framework. Multimodal Communication.

Lain, A. M. (2021). Facilitating Organizational Change with Knowledge Management. In Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance (pp. 194-216). IGI Global. https://www.igi-global.com/book/handbook-research-organizational-culture-strategies/263388

Radovic M.M., & Salamzadeh, A. (2018). The importance of communication in business management. In Radovic Markovic, M., & Salamzadeh, A. (2018). The Importance of Communication in Business Management, The 7th International Scientific Conference on Employment, Education and Entrepreneurship, Belgrade, Serbia.

Change strategy for Pegasus airline

Name

Affiliation

Course

Professor

Date

Company overview

Wind tunnel research technology firm Pegasus is a part of the organization.

Planes, helicopters, space shuttles, jets, etc. are among the company’s latest offerings.

When it comes to new goods, the three pillars of quality are security, functionality, and imperfecability.

Engineers, scientists, computer-aided design (CAD) experts, as well as administrative and model-making workers.

R&D, Design, and Engineering are the three main skill groupings.

In the eyes of the public, Pegasus is most recognized for its wind-burrow-inspired invention. Detailed scale replicas of modern inventions, such as aircraft and spacecraft. Defects, well-being, and common sense were all taken into consideration by the company. Researchers, CAD fashionistas, display makers, and managers are all part of the Pegasus team. Despite the organization’s small beginnings, it has grown rapidly over the last few years. As a result, the organization’s affiliation with offices by ability group was established (e.g., building, outline, R&D). This is the moment at when people from different areas of expertise don’t communicate with each other, but rather work together to complete the goals set for them (Mento, et al. 2002). On account of the fact that every worker has his or her own distinct vernacular for his or her subculture in the organization, this has led to a number of problems in the past. There are several reasons for lengthy projects, including mistakes in the plans, re-trying the mistakes, and failing to consider the specifics of researchers and architects by CAD developers since they have not been clearly expressed by them. Since they have a strong scientific base, the organization and authority demand excellent interpersonal communication skills, as well as training in administration or official growth.

2

Case scenario

Internal consultant direct to implement change design

Create design for Pegasus company

Pegasus is an aerospace development and research company

Work in the HRD Department

The team never faced reorganization

Make the company effective in the competitive market of today

A research and development company in the aerospace sector, the Pegasus Aerospace Corporation was established in 1997 and is currently known as the Pegasus Aerospace Corporation. Everyone involved in the firm is faced with the difficulties that arise as a result of the communication process. The inability of employees to communicate with one another inside their own business A common source of communication difficulties for the staff is their technical background, which makes it difficult for them to communicate effectively. As an interior designer, you have been employed by The Pegasus Business, a well-known aircraft development and research firm, to assist with the company’s restructuring. The division of human resource development (HRD) is where you now work, and you have three direct reports who report to you in your present job. Because you have never gone through a redesign process before, you will be in charge of educating and supporting your group during the whole process. You and the HRD group with whom you are cooperating want Pegasus to achieve success and effectiveness as well in order to be successful and effective in today’s competitive business climate. It is necessary for the company’s senior leadership team to develop a strategy for overhauling the change management process in order for the process to be effective.

3

Culture

in order to keep the majority of individuals in the organization

There will be no recompense.

In the past, the organization has operated in a nonhierarchical and open manner.

Employees have the opportunity to follow their professional interest.

employees regard their jobs to be their lives; they are responsible for the tasks they work on

Employees who have communication difficulties get the impression that the company is crumbling.

They are unable to execute tasks as a result of communication difficulties.

It is cited as a factor for employees’ departure from the organization.

Because the firm is situated in a technological work sector, the other companies compete for the Pegasus employees by offering higher wages.

The culture of the organization, rather than the monetary compensation, has attracted a large number of individuals to it. Previously, the organization was open and nonhierarchical, and its delegates were given the authority to pursue the interests of their respective fields of expertise. The fundamental piece of the Pegasus way of life that has consistently prompted to the retention of representatives is that the representatives feel as though their occupations are their lives and that they have responsibility as far as it matters to them to the greater part of whatever venture on which they are currently working.A large number of representatives believe that the organization is collapsing as a result of the difficulties in communicating, which makes it more difficult to complete the activities in a timely manner. This has sparked a flurry of discussion among the Pegasus crew regarding the possibility of quitting (Aladwani, 2001). Due to the fact that Pegasus is located in a highly specialized region of the country, there are a variety of firms that provide greater salary and seem to be more active in their pursuit of contracts. The founders of Pegasus are concerned about losing their finest and brightest employees, and they see the pressing need to simplify their organization in order to remain competitive, competent, and focused.

4

Leadership

Leaders that are concerned about losing their finest employees

You have a strong desire to simplify your company.in order to maintain effectiveness and competitiveness

The company’s restructuring is the responsibility of the company’s CEO.

It also implies a decrease in the number of people on the police (RIF)As a leader, you want to be successful in the absence of RIF.

They are worried about the risk of losing some of their most intelligent and talented people, but they also see the urgent need to simplify their company in order to remain lucrative, productive, and aggressive in the long run. As the business’s principal internal expert, you have the responsibility of re-creating the organization from the ground up. This is your first and greatest responsibility. It is possible that this will have negative implications, such as a lack of motivation on the part of the employees (RIF). It is your solid confidence that you will be able to restart the operations of your business on your own, without the assistance of a recovery assistance fund (RIF). Also important is the gathering of a diverse group of employees in order to demonstrate to them the interpersonal skills, planning abilities, and management qualities that will allow the company to remain cohesive. A dreadful predicament has been thrust upon you, and you must deal with it as swiftly and efficiently as you possibly can. As the team’s leader, it is your obligation to guarantee that their talents are enhanced in order to boost the efficiency and effectiveness of the project development process.

5

Change management model

The three types of change management are shown as follows:

The Change Management Model developed by Lewin

The McKinsey 7-S Model (McKinsey & Company)

The Eight-Step Change Model developed by Kotter

Lewin’s and McKinsey 7-S Change Management Model

Lewin’s Change Management Model consists of three steps:

(1) Unfreeze

(2) Change

(3) Refreeze the system

The McKinsey 7-S Change Management Model consists of the following components:

(1) mutual principles

(2) strategy, and

(3) systems. arrangement,

(4) systems, and

(5) systems

(5) Appearance,

(6) Personnel,

(7) Competencies

A therapist who worked in the 1950s, Kurt Lewin, is credited with developing the Lewin’s change administration paradigm. The results of his study revealed that the great majority of individuals had a natural tendency to gravitate toward and work in certain sectors of the health industry. There are three phases of advancement, according to him, which are as follows: unfreezing, transitioning, and refreezing. Despite the fact that this change administration paradigm is still extensively employed today, it does so by allocating a certain amount of time for its implementation to occur. Given its ease of usage, it comes as no surprise that most businesses turn to this paradigm when making significant changes in their operations (Appelbaum, et al. 2012). Secondly, the McKinsey 7-S Change Management Model, which was established by McKinsey & Company, is a model for change management. This presents an all-encompassing method to dealing with the issues associated with associations. At a meeting in 1978, Robert Waterman and colleagues Tom Peters, Richard Pascale, and Anthony Athos developed a model that 7 considers work as the aggregate operator of change, which is as follows: Organizational structure, strategy, processes, skills, personality, shared values, and staff are all important considerations.

7

Kotter’s 8 Step Change Model

Increase the level of pressure for transformation.

Organize a team that is committed to change.

Create a vision for the future of transformation.

Contrary to this, there is a need for transformation.

Employees should be given the opportunity to adapt.

Set short-term objectives.

Maintain consistency while bringing about long-lasting change.

A crusade, according to this paradigm developed by Harvard University Professor John Kotter, is necessary for change to take place. Workers get entangled with the change when pioneers convince them of the crucial importance of change in their lives. This model has eight steps, which are as follows:

Increase the urgency with which change is required.

2. Assemble a group of people who are devoted to change.

3. Create a vision for the future of transformation (Ataxic, et al. 2007).

4. Communicate the need for change to the group.

5. Identify and engage employees who have the ability to change.6. Set ephemeral goals for yourself.

7. Maintain a consistent state of mind.

8. Implement the improvement perpetually in step .

8

Perfect model for Pegasus Airlines

The model is the most relevant and appropriate because it portrays change as a series of eight overlapping processes that lead to the next step in the process. The phases gradually increase the requirement for and available space for the previous steps, and finally the execution and retention of the steps improve.

Improving the urgency for change in this case is accomplished through research, followed by the formation of the steering committee, clarity of vision, marketing to gain buy-in, empowering action, the development of short-term goals and victories, never giving up, and the establishment of a culture of change in the organization.

According to Kotter, his eight-step change model is the most successful when it comes to aligning the qualities of the company with the nature of the work at hand. There are eight distinct phases in the presentation of the model, each of which has significance and is tied in some way to the Pegasus transformation technique that has been used in this place. It is necessary to establish a feeling of urgency from the outset, and doing research is a good way to achieve this in this case. Consumers’ feeling of urgency may be created via public relations efforts as well as other means. The can-bin crew training center is in charge of putting together the guiding team and training them to be prepared to deal with the new dimensions that have evolved for the company. The findings of the research, as well as the implementation of genuine changes in the airline, will both contribute to the achievement of the intended vision, although to varying degrees. During the marketing phase, customers will be notified of the new modifications, and their willingness to consume the new product will be assessed. Promotion will be employed in the way described above to carry out an empowering activity. The precise offers and promotions that will be made accessible will include deals, discounts, and subsidies, among other things. The short-term aims and results of the new airline will be assessed in light of the new airline’s trial and testing stages, which are now underway. The trained employees will guarantee that the adjustment is followed up on and that it is adhered to, while the system will remain open to input and suggestions from the public.

9

References

Appelbaum, S. H., Habashy, S., Malo, J. L., & Shafiq, H. (2012). Back to the future: revisiting Kotter’s 1996 change model. Journal of Management Development, 31(8), 764-782.

Ataxic, Ö., & Özel, E. (2007). PASSENGER EXPECTATIONS AND FACTORS AFFECTING THEIR CHOICE OF LOW COST CARRIERS: PEGASUS AIRLINES. Proceedings of the Northeast Business & Economics Association.

Aladwani, A. M. (2001). Change management strategies for successful ERP implementation. Business Process management journal, 7(3), 266-275.

Mento, A., Jones, R., & Dirndorfer, W. (2002). A change management process: Grounded in both theory and practice. Journal of Change Management, 3(1), 45-59

Emotional factors of Change

Pegasus Senior Management Team

Reactions of employees to Organizational change

Organizations need to make large scale changes in order to remain competetive.

It is important to anticipate employees reaction to the changes.

Some of the reactions to change in the organization include:

Resisting change

Fear for job security.

Doubting the vision of the leaders.

Stressed about the inconvenience

Excited about the challenge

Resisting change

When an organization is undergoing change, it is usual for employees to resist shiting the way they operated to the new ways.

Change in an organization means that employees will have to work with new managers or staff or in a different part of the organization (Tai, & Kareem, 2018).

Initial resistance to organizational change is as a result of lack of understanding of the benefit of the change by the employees.

Fear for job security

A change in an organization may sometimes mean that the organization is downsized or rightsized (Tai, & Kareem, 2018).

An organization that is going through a merger may also have redundant positions.

This creates fear among the employees who are scared of loosing their jobs.

Doubting the vision of the leaders

Introducing the initial plans to change in an organization to employees may cause doubt to the employees at first (Matthysen, & Harris, 2018).

Some may believe in the planwhile others may be against it.

The employees that are against the change may loose faith in the leadership of the organization during change (Matthysen, & Harris, 2018).

Stressed about the inconvenience

Changes in an organization mean that employees have to learn the processes and systems involved in the new work.

The employees also need to train on how to navigate new areas.

This may cause them to experience frustration.

Excited about the challenge

While many employees may face a period of resistance during organizational changes process, some employees willingly accepts changes made in the organization.

Some employees may be energetic to tackle the new challenges that are presented with the changes being made.

Such employees are important to be considered as change ambassadors in the organization to help reassure the employees who are skeptical.

Recommendations.

It is important for the organization to minimize negative reactions from employees in order for the change to be successful.

The main component that should be considered is proper communication with the employees (Biçer, 2020).

Informing the employees about the expected change should be consistent to help reassure those who may have a moment of doubt.

The benefits of the change to employees should also be communicated to them (Biçer, 2020).

Financial impact of emotional reactions to change

Negative emotional reaction on change may affect the productivity of the company.

Employees and management may experience an increased level of stress and anxiety which may reduce their work rate.

Negative reactions to change can also lead to low morale of the workers, increase in absenteeism and breakdowns in work relationships (Biçer, 2020).

This may affect the production rate of the company leading to losses.

Reference

Biçer, M. (2020). STRATEGIC ORGANIZATIONAL CHANGE MANAGEMENT. Academic Studies in Administrative, 151.

Matthysen, M., & Harris, C. (2018). The relationship between readiness to change and work engagement: A case study in an accounting firm undergoing change. SA Journal of Human Resource Management, 16(1), 1-11.

Tai, M. K., & Kareem, O. A. (2018). The relationship between emotional intelligence of school principals in managing change and teacher attitudes towards change. International journal of leadership in Education.

PROCESS ANALYSIS FOR PEGASUS 1

PROCESS ANALYSIS FOR PEGASUS 2


Process Analysis for Pegasus

Name

Course

Date

Introduction

It is critical for businesses to adapt to the changing global and fast-paced business environment. There is a lot we can learn by studying change. As a result, managers and leaders in businesses hurriedly and impatiently seek for the “latest and greatest ideas” in order to keep up with the competition, stand out from the pack, and gain more influence. It is because of their haste that they fail to remember the fundamental and sound concepts that are necessary for a successful shift to occur. A few tried and true ideas can help managers and executives improve the success of their organizations, even though managing change is difficult (Kerzner, 2018).

Process Analysis for Pegasus

Pegasus’ chief consultant meets with the HRD team in advance of a meeting with the company’s top brass. Pegasus’ change intervention and rearrangement process should be the primary focus. HRD teams need to have a discussion about how to begin the reorganization process while preparing for their first change intervention. Pegasus leaders need to understand implementing a strategy-driven change, strategic planning, structural intervention, organizational culture, and human process intervention approaches, whether performed singly, together, or in a new timeline, will be the discretion of Pegasus leadership.

Strategy-Driven Change

In his role as a consultant, Pegasus’s restructuring efforts will encompass data collecting, diagnostic execution, and evaluation of the results. The consultant will also serve as a facilitator and a coach during the implementation phase. Reorganization must be led by Pegasus’s management, who will also be responsible for making the ultimate decisions. Pegasus’ strategy-driven technique assures that all of the company’s members are working toward the same goal. Company strategy is believed to be aligned with the team-building, conflict resolution, and restructuring actions. However, a well-written marketing strategy first has to be in existence (Stone, 2018).

Strategic Planning Interventions

At the institutional level, strategic planning is seen as an important “goal for change,” according to the term. Any attempts to alter the organization’s structure, culture, or human process that are not in line with the strategic plan are doomed to failure. Pegasus’ strategy should be based on a strong suggestion to combine change process with strategic management. An organization’s strategic stance will be helped by a consultant who acts as the facilitator. One way to examine Pegasus is to look at its positive and negative attributes as well as the opportunities and threats they may present. The Pegasus HRD team can evaluate the knowledge, abilities, and attitudes (KSAs) to guarantee they are aligned with the KSAs of the job, team, or group design. The department heads are in charge of ensuring that their employees’ jobs are aligned. Pegasus’ senior management has full role in evaluating organizational alignment. There should be an organizational level implementation of the following documentation.

This is the purpose of Pegasus.

A SWOT analysis of the current situation

Competitive advantage that is long-term.

Trans-organizational learning and improvement (TD)

Structural Interventions

Individual tasks, teams and organizations, and even the entire corporation are believed to benefit from structure intervention. In addition to examining Pegasus’s structural design, we must also address the concept of “fit” or alignment while studying Pegasus. The organizational structure of Pegasus should be tailored to the situation, strategy, scale, and nature of the activity. To be effective, the architecture must also promote and foster the company’s cultural norms. There has been a decline in coordination and interaction between Pegasus’s department leaders due to the existing functional-based operation. Pegasus’ ability to perform the following tasks may be improved by assembling a multidisciplinary team:

The key business process should be identified and analyzed

Decide on the goals for the project.

Create a competitive advantage by designing a new process.

Reorganize Pegasus to accommodate the new procedure.

After the strategic plan has been executed, Pegasus should begin restructuring; this ought be the beginning for the aims and goals of the teams groups, and the overall transformation within the organization.

Organizational Culture Interventions

The culture of an organization is considered to be “strong and ubiquitous,” and problems inside the company are “rooted” in the culture. Indirect or direct change is possible in this situation. Pegasus’ corporate culture will be impacted by any changes to the company’s strategy, structure, or human processes. Research done under the Schein (1992) approach suggests that leadership plays a significant influence in the establishment, diagnosis, and transformation of the organization. According to additional research, reorganizing Pegasus with a collaborative approach is the best option. Organizational patterns of behavior, values, and assumptions can only be discovered through close collaboration between the organization’s “change agents” and the consultant. Any pattern that appears repeatedly should be investigated because it could be a sign of a flawed assumption. There is a tremendous advantage to establishing a good organizational culture when assumptions are appropriately addressed. Walmart has returned 20,000 percent more than their competitors, for example. According to additional research, Pegasus will reap the following benefits from its strong corporate culture:

Decrease in the overall level of uncertainty

Establishment of societal harmony

Raise awareness of the community

Fosters a sense of belonging and a sense of shared purpose.

It sets the stage for a long-term perspective.

An organizational diagnostics tool, such as an OCAI or MSAI, devised and applied in research done by Cameron and Quinn, will be implemented after Pegasus incorporates it. Pegasus’s attitude and efficiency will benefit from each of the assessments (Stone, 2018).

Human Process Intervention

Consultants and change leaders can utilize a variety of instruments and methods when conducting human process study designs. The following are examples of possible intervention strategies.

Organizational Development

Conflict resolution

Making decisions and solving problems

Communication

Learning in the workplace.

Knowledge administration

Organizational growth

The “how” things are done in any company is a part of the human process. Some companies are now implementing new market-driven strategic plans using team-based structures. Most organizations in Western societies and the United States lack the necessary training to work efficiently as a group, and Pegasus restructuring is no exception. Pegasus may build a strong focus team or group with the help of human process intervention training, which includes the following:

A well-defined objective or strategy

There is a relaxed and welcoming attitude.

Transparency in dialogue

All-out participation is required.

Disagreements that can be resolved amicably

Unambiguous delineation of responsibilities

A positive interaction with the outside world and a willingness to accept differences

At this point, Pegasus should think about using high-performance work teams (HPTWs) in the reorganization process (Stone, 2018).

Conclusion

As a result of the qualitative success indicators (QSI) of this research, the company will be able to see where they stand in relation to their aim. The reorganization’s success rate should be examined by the HRD team, who should consult with the company’s prior indicators. Pegasus’s past has convinced the company’s leadership that it can continue to grow and become a major player in the market. To assess future QSI, management, HRD, and workers may assess the degree of performance of the organization or the individual in order to assess achievement, failures, and/or profitability (Kozioł-Nadolna, 2020). In order to achieve the company’s overall success, Pegasus must meet its goal of reorganizing every sector into a single project focus group. Data from surveys, interviews, and observation can help Pegasus figure out how to proceed with its restructuring plans, so long as they are assessed correctly. Pegasus’s leadership has “the obligation of managing the structural change for the company, and handle the transformation that the workers can deal with it,” as indicated in the preceding paragraph (Hayes, 2018).

References

Stone, K. B., Brown, L., Smith, S. L., & Jacobs, J. (2018). Organizational Assessment: An integrated approach to diagnosis and interventions. Organization Development Journal, 36(1).

Hayes, J. (2018). The theory and practice of change management. Palgrave.

Kerzner, H. (2018). Project management best practices: Achieving global excellence. John Wiley & Sons.

Myeong, S., Jung, Y., & Lee, E. (2018). A study on determinant factors in smart city development: An analytic hierarchy process analysis. Sustainability, 10(8), 2606.

Kozioł-Nadolna, K., & Wiśniewska, J. (2020). Supporting Managerial Decisions with IDI in the Organization’s Innovative Activities. Procedia Computer Science, 176, 2783-2793.