Incorporating inevitable Change into an Organization - Free Essay Example

Sample details Pages: 6 Words: 1730 Downloads: 1 Date added: 2017/06/26 Category Economics Essay Type Argumentative essay Did you like this example? In the recorded history of mankind, the only thing that has remained constant is the tendency of change (Paton and McCalman 2008). Heffron (1968) mentions that change is inevitable for individuals, organizations, and society, such as technology changes, values and attitudes change, goals and needs change, resource availability changes, laws change, political control of government changes (p:152). Organizations are faced with an imperative demand for change. Don’t waste time! Our writers will create an original "Incorporating inevitable Change into an Organization" essay for you Create order In order to incorporate change towards betterment and success, change management is necessary. The management of change in organizations is a combination of managerial activities that set and install new values, norms, behaviors and attitudes, and processes within an organization that develops new ways of doing things and helps overcome potential resistance towards the change. Resistance is avoided by building consensus among the stakeholders for proposed change/changes and by incorporating customers aspiration into the organizations output and which can exceed their expectancies in a better way. Change management involves planning; testing and implementing various transitional aspects of proceeding towards a new organizational structure or business process (Gai, 2003). It should be recognized that the difference in the organizational structure i.e. shapes, size configuration and value styles, necessitate different change management approaches. Factors Promoting Change Champy and Nohira identify three major drivers of change. They mentions that there are three major drivers stirring organizational change faster than ever before are as follows: technology, government and globalization (Champy and Nohria, 1996). Technology, increasingly forces organizations to re-structure their business operations and processes by providing newer and better ways of managing information. It also help creates new business models that were earlier not possible. The impact of technology can be understood within the context of Koberg framework of change which is developed on the previous work of Herbig. This framework identifies change as: ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¦ procedural (management-determined innovations in rules and procedures); personnel related (innovations in selection and training policies, and in human resource management practices); process (new methods of production or manufacturing); and structural (modifications to equipment and facilities and ne w ways in which work units are structured) Koberg et al. (2003: p.24), following Herbig (1994). Technology often brings about procedural, personal, process and structural change in organizations. However, in the prevailing business environment, globalization is acknowledged as the most influential driver of change. It has forced many businesses, of different shapes, sizes, configurations, and values styles regardless of their host economies to reform their business operations and restructure their positions to thrive in a broader and less restricted market. (Dawson, 2003:114). Globalization proposes many challenges that require multi-faceted and complex strategies to deal with change rather than a single focus strategy. Globalization brings greater demands for innovation and creativity by reducing the life cycles of products, and higher needs for cutting price and providing better quality and more value by increasing competition. Therefore, it can be concluded that the extraneous factors initiate the drive for change, while the internal factors determine how and what type of change should be adapted to meet the demand of external forces. Change Management Approaches Management literature describes various ways of managing change. These ways can be categorized as continuous or episodic, planned or emergent, transactional, transformational, rational or chaotic, revolutionary or evolutionary, adoptive or adaptive change. All these change management approaches can be applied in relation to their extent and scope of dealing with developmental, transactional and transformational change (Ackerman, 1997). It should be noted that no single approach a right or wrong, as they effectiveness depends upon various internal and external factors that cannot be quantified easily. This part of the essay concentrates of the two popular approaches of managing changes i.e. planned and emergent and soft and hard systems approach approach according to the type of change and organizational context with example. Planned and Emergent Approach When the word management is associated with change, it is very easily through of as a planned and deliberate process which come as a result of conscious reasoning and cognitive actions. It is often perceived as a rational outcome of an explicit cause and effect process. However, it is widely recognized that change often occurs in a spontaneous or emergent way. McGreevy provides a clear rationale for change management as an emergent rather than planned strategy. He mentions that when managers make decisions that are apparently unrelated to the original intention they tend to be based on unspoken, and sometimes unconscious, assumptions about the organizations, its environment and the future (Mintzberg, 1990) and are, therefore, not as unrelated, as they may seem at first. Such implicit assumptions dictate the direction of seemingly disparate and unrelated decisions, thereby shaping the change process by drift rather than design. Such changes may reflect the unconscious scanning of th e managerial landscape associated with changes in political and socio-economic environments, market conditions, competition, customer expectations and the impact of technology. This rationale for change management approach adheres to that emergent view of strategy development process first proposed by Mintzberg. Mintzberg proposed an emergent view of strategy development which does not see strategy as an essentially a linear and rational process. It is a process which does not have a defined set of objectives and main components prior to its commencement. However, it should be noted that Mintzberg acknowledges the merit in both planned and emergent approach of strategy development i.e. both the approaches can be merged to form a combination of strategy process and are not essentially mutually exclusive. He mentions that: The popular view sees the strategists as a planner or as a visionary; someone sitting on a pedestal dictating brilliant strategies for everyone else to implement . While recognizing the importance of thinking ahead and especially of the need for creative vision in this pedantic world, I wish to propose an additional view of the strategists- as a pattern recognizer, a learner if you will- who manages a process in which strategies and vision can emerge as well as deliberately conceived. (Mintzberg 1987) Both these approaches can be combined in the strategy making process change management. These approaches can combine to work like a human brain which integrates both the intuitive and emotional right side and the rational and cognitive left side. Both these sides of the human brain are essential for a sound decision. Soft or Hard Systems Approach Perspectives drawn from the soft tradition of organizational theory described to be inspired by social sciences particularly sociology-inspired, views of organisations. They tend to emphasise the informal, the qualitative and the human aspects of organizations and change management approach. The soft system approach is often called the Human relations approach. Key adherents of this approach include Elton Mayo, Abraham Maslow, and Douglas McGregor. Unlike hard systems approach, it does not view organizations from a necessarily mechanical perspective. Soft systems approach has 3 main propositions; People are emotional rather than economic rational beings: Human needs are far more diverse and complex than the one dimensional image that Taylor and his supporters conceded, Peoples emotional and social needs can have more influence on the work behaviour than financial incentives, and Organisations are co-operative, social systems rather than mechanical ones: People seek to meet their em otional needs through the formation of informal but influential workplace social groups (Burnes 1996:47). Application of Change Management Strategies and their effectiveness This part of the essay presents the application of the aforementioned change management strategies and analyses them through a specific example. For the purpose of analysis, the beverage industry giant Coca-Cola Company has been chosen for evaluation. Currently the Coca-Cola Company is one of the largest companies and no 1 in cold beverage sector in the world. Coca-Cola has a very high brand equity. The company currently offers more than 400 brands and operates in more than 200 states around the world. It is said that Coca-Cola serves 1.6 billion servings each day (The Coca Cola Company 2008). Through its history of establishment, Coca-Cola gained   during the World War II. The company became more prolific amidst the war. Despite the uncertain economic and social conditions due to the war, Coca-Cola successfully attained a status of a patriotic symbol by offering free drinks to the American soldiers across the warzones. Therefore, the victory of United States and its alli es brought intangible benefits to the company and opened a window of opportunity for the Coca-Cola Company to rigorously expand its operations by setting up franchises (Hitt el at 2007). The nature of change can be either technical or people oriented. Technical change is merely mechanical such as component upgrade change. A hard systems approach for change management is applied under a reasonable plan for this type of change as it is considered to be a change in static, isolated environment. An appropriate change management methodology should adhere to Taylors view of strategy development and therefore, should be mechanistic involving a certain amount of intellectual cognitive input. It should be basically prescribed, with clear quantitative objectives. On the other hand, change can be people oriented which is much more complex, with unclear objectives and time scales and dynamic environment. People oriented change management approach must incorporate the emotional aspect of peop le and adhere to the soft systems approach. Applying mechanistic methodologies for this type of change can often lead to failures. During the course of World War II, Coca Cola Company went through an imperative challenge of coping up with political and economical uncertainty and unfavorable business conditions. A people oriented approach for change management was required to respond to the fallout of war. At this time, instead of lying low, Coca-Cola became more active by providing free drinks to the US soldiers during the war. The company sought out to create a brand value and customer loyalty through an emergent approach. Its strategy to serve free drinks to American soldiers and its allies was without any quantifiable and planned performance indicators for change management. Through an emergent approach of change management, Coca-Cola capitalized upon the individual relationships and emotions of its consumers. The company successfully maintained its status and created an opportun ity to penetrate new markets. It successfully became patriotic symbols which ultimately lead to a better brand equity and greater consumer loyalty. It paved its way for a post war expansion. Therefore, it can be concluded that change management strategy is essentially not rational or linear and can be emergent and based on emotional aspects of consumers and employees. Changes that are not merely mechanical should be dealt with an emergent approach adhering to the soft systems model.

Child Labor Ethical Dilema - 1357 Words

Ethical Dilemma – Global Child Labor The pressure to produce goods inexpensively has driven companies to seek low-cost areas for producing those goods. In the quest to compete with low-cost discounters such as Wal-Mart, companies have been increasingly driven to overseas markets to produce their goods. Within the textile arena, especially, this phenomenon is occurring with regularity. One look at the label of the clothing in ones closet reveals clothing that was produced in Bangalore, Honduras, China, Bombay, and other far-flung regions throughout the world. As the world becomes smaller and the global marketplace increases, companies have been establishing plants in nations in which the labor costs are cheap. While many deride†¦show more content†¦Although the United States has advanced to the point that children are not generally pressed into service to help support the family, other nations around the world are still in transition from an agrarian society to an industrial age. As they make this transition, they are experiencing the same struggles, and some new ones, that the United States experienced in its early years. The dilemma, for global companies, is to decide whom they will hire. If they hire children, they need to anticipate a backlash due to the practice. Wal-Mart, the worlds largest retailer, very publicly faced a child-labor issue when its Kathie Lee line was found to have been producing clothing using child labor in sweatshop-like environments in Nicaragua, Honduras, and in the United States in plants in Manhattan (Ortega, 1998). When investigative reporters and watchdog groups revealed what was happening, Kathie Lee Gifford, the spokesperson for the line, was mortified. She took Wal-Mart to task in public statements, and stated that she was very disappointed that they had not enforced proper ethical practices in their plants (Ortega, 1998). She and her husband established a foundation and assisted immigrants and women an d children in poorer nations, and invested millions of her own dollars to address the issue. Wal-Mart established inspection teams to police the practicesShow MoreRelatedEthics Game1353 Words   |  6 Pagesunderstand how to make ethical decisions using a decision model. Ethical Issue #1-Presented during my shift We have a 16 year old pregnant patient (RB), in her tenth hour of labor. Her parents are present and have been with her the entire time. They have chosen to limit medication and assistance available citing personal reasons. Her primary nurse is (YN) is concerned that given her current status, the situation could become critical for the patient and her unborn child. The fetus is not in distress

Scenario Free Essays

Decision Form Period 5 Company____ 3 COPY I Price (per unit) Advertising Sales Corporate Identity Market research report Market 1 3090 EUR 6 mEUR MEUR Yes: ? x 2 Market 2 4420 FCU mEUR 3 Market 1 no. of ppl. Market 2 no. We will write a custom essay sample on Scenario or any similar topic only for you Order Now of ppl. Yes: ? Yes: ? Value Analysis 1 2 Sales Staff 120 90 Bid price for tender 2699 EUR/unit Relaunch (I – old) Introduction (I – new) Ecology 2. 6 4. 8 Technology COPY I – old COPY I – new COPY II – new 35 50 o. of ppl. no. of ppl. no. of ppl. COPY I RD mEUR mEUR mEUR mEUR mEUR mEUR Purchasing Input Materials/Parts 30,000 units COPY I Production Volume Production Lines Investment Disinvestment Maintenance Rationalization 50,000 units Type B no. of new lines no. of line(s) mEUR /line mEUR /line 1 3 Type A no. of new lines no. of line(s) mEUR /line 1 mEUR /line 1. 6 Type C no. of new lines no. of line(s) mEUR /line mEUR /line Production Process Optimization Investment in Environmental Technology Production Staff – hire (+) / dismiss (-) Training Non-salary costs Short Term Loans Long Term Loans Purchase of securities Dividends . 3 . 20 mEUR mEUR ppl. mEUR % mEUR mEUR mEUR % of net income Financing 5 30 COPY I Planned figures Sales Revenue* Return on equity Cash-Flow Market 1 100 mEUR % 15 10 mEUR Market 2 50 mEUR * Sales Revenue without Bulk Buyer and Request for Bids TOPSIMÂ ® – General Management | Version 13. 0 | Decision Form 8 Periods – Standard Scenario www. topsim. com How to cite Scenario, Papers

Grade Language Arts Essay Example For Students

Grade Language Arts Essay Have thought a lot about my language arts teacher today and how do not want to lose her. My mom has a teacher she used to have that has a mode that says once a student always a student and that is true for the two of us because we are friends!!!! Will still be reading a lot next year because she encouraged me to and because learned a life lesson that is what reading can do for your life and I hope I can teach my friend Jean that lesson!! Will remember my teacher forever and hope she knows that I Will miss her very much!!!!! She has changed y life because have my love for reading back and have realized that it would be stupid Of me to feel like am not a good reader or writer ever again. I have a special place in my heart for her and even though I may not be living In Kentucky when grow up Will still remember her! Will remember her until I die and when come home to see my parents may be able to see her!!!!!! Love her so much and she loves me to. We are so close that I am praying to see what the best thing is for me to do for my career and where he wants me to live. I have a feeling that e is telling me to live in Kentucky near my parents and to work at the middle school and live in New York in the summer times to work with Jean!!!!! I may go live in New York while Im getting my teacher degree so that can help Jean get the Bakery Shop started. Thats just in case Mrs Animating is still working at the middle school when I get out of college. Am going to college for a total of 8 years, but I am getting my teacher degree first and then am getting a music degree online instead with my cousin. So that means that in eleven years which hat is including 8th grade I would be trying to get a job at the middle school, will see what the lord wants me to do, but do feel that he is telling me to do that hope can do that without my friend Jean getting mad. I want to teach Language arts because Mrs Animating has taught me a lot of things emotionally that want to teach other people especially the lesson have learned about what reading can do for your life. Also want to teach language arts so that can encourage people to love to read just like Mrs Animating has done for me.

3M an Innovative Organisation

Main factors that make 3M an innovative organisation The 3M story is a story of innovation that transformed failure into success. It also is a story of well-motivated individuals who knew how to create original ideas and make them commercial products customers need.Advertising We will write a custom case study sample on 3M: an Innovative Organisation specifically for you for only $16.05 $11/page Learn More Innovation is the life-blood of 3M. The people behind the organisation are innovative from the very start. They were five businessmen who didn’t recognise the meaning of failure. From the start, they knew they had to apply innovations because as they decided to dig deeper into the realm of business, they had to encounter difficulties. They didn’t find the right ore mine for their product; instead they found something else. The founders were looking for a mineral deposit so that they could process it and make it their primary product. But the mineral ore proved to be zero, or perhaps a sham, a wrong information that the original founders may have gotten into. They could have surrendered, put their cards on the table or inform the shareholders and the other stakeholders that to continue would mean more losses for the company. So, it was better that they pack up early, go their own separate ways, start anew and spend or divide what was left of their money. But they did not surrender. They did not translate failure into despair; instead they looked for other ways to find new product or new business for their struggling new company. Failure motivated the young founders of 3M to be creative and innovative, slowly allowing the small organisation to move, to survive for years until it grew into a global organisation, becoming a hundred-year-old company now experienced in the art of business. The company now manufactures products like sandpaper, fibre optic cables, commercial and industrial products, health care products, an d has focused on customer needs. With creative ideas and new technological inventions from a pool of creative people, the company now owns hundred of patents and intellectual property rights. Among these patents are the Scotch-Briteâ„ ¢ and Post-it ®, as well as other brands and logos attributed to the company. (3M company information: history 2012) 3M allows employees to have occasional interaction with people of different cultures. Challenges and difficulties come along with the opportunity. These difficulties range from adjustment to and learning with the new culture which is far distinct from the native culture. Performance is affected when employees fail to adjust with the new culture. Trainings and seminars (on-the-job trainings) are compulsory preparations. This includes cross-cultural training and knowing the unexpected. Discuss another innovative application or product of a different organisation and state why this product is successful An example of a product that is considered innovative and successful is the hybrid car Prius invented by Toyota. It is actually an electric car which runs on gasoline and electricity.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More As we know Toyota has introduced the concept of kaizen and kanban. These are Japanese terms introduced in Japanese management. Kaizen means improvement that is continuous and gradually introduced. Kanban refers to the process in production where some steps are changed or modified to provide more innovations in production and to avoid unnecessary functions. (Lynch 2008, p. 773) Toyota used these methods in the manufacture of the hybrid car Prius. Toyota has manufactured millions of cars but the production of Prius consolidated all expert ways of car production and Toyota’s pool of engineers and technicians. The making of Prius enabled the Toyota management team to introduce tradition al and innovative technique never before introduced in car production. But it tarnished a little of Toyota’s image as a hybrid manufacturer because of some defects in the brake pedals which forced the company to withdraw millions of cars worldwide. But Toyota maintains that they had tested Prius many times and introduced quality management before it was made commercially viable to the public. Prius is the first hybrid project that really caught the eyes of the world, and when Toyota said that it is the car of the 21st century, management was sure they were telling the truth. (Ichijo Kohlbacher 2008, p. 174) Prius as the car of the future started from a mere idea and innovation of other Toyota cars to a contribution of inputs and expert knowledge from the organization’s database and expertise of Toyota engineers. How it failed is not a question here, but how it succeeded at first is what is significant. Prius was a promise fulfilled by Toyota to help reduce materials d etrimental to the environment and to see to it that manufacturing plants are environmentally friendly. Toyota’s decision to push through with the Prius project was motivated by their desire to help in minimizing global warming, thus the need for low-emission vehicles. It gave Toyota an opportunity to break old technical systems with revolutionary, environmentally friendly technologies. It had long worked to reduce emissions in internal combustion engines. Toyota has been into the program of Zero Emission Vehicle, and one of Prius’s features is its being fuel efficient. (Dyer Nobeoka 2000, p. 345) Prius engineering program is done almost entirely in-house, but it is a radical innovation. It was then mass produced – the first hybrid car to be mass-produced. Before the complaints and problems surfaced, Prius proved the practicality of hybrid cars. Toyota’s Electronic Vehicle Development Department started the systematic study of the hybrid system, combining an engine and a motor.Advertising We will write a custom case study sample on 3M: an Innovative Organisation specifically for you for only $16.05 $11/page Learn More This technique of imbedding knowledge in a product yielded economic returns and internal knowledge for the company technicians and engineers, while only utilizing external knowledge later. Toyota did not anticipate that a problem as simple as the brake pedals would tarnish its reputation. There is the presence of the success curse in a company that has enjoyed continued successes right from the start. The importance of the commercialisation process for innovative organisations like 3M The company encourages continuous flow of ideas. People at 3M don’t hold their ideas to their own but instead allow the company to take hold of their ideas, put these ideas to work, make them concrete and real turning them into products. The next step is to allow a brief trial-and-error and test if a p rototype is possible. Prototyping is one of the initial steps into commercializing one’s idea. One can imagine that a prototype at last is proof that an idea can be turned into a product. So, before while imagination and creativity were the only ones involved now success in turning that idea into a commercialized product is nearing its fruition. Before manufacturing that product, all possible scenarios, advantages and disadvantages, and unseen loopholes should be taken into consideration so that making the product a success will finally become a reality. Then, by all means manufacture that product, the fruit of the team’s efforts, of brainstorming and discussion, of countless sleepless nights, and so forth. At 3M, a product is always the result of quality innovations. This product is applied with total quality management, continuous innovation and best practice. Sophisticated tools and technology are used along the arduous task of making the product meet customers†™ requirements. Marketing the product is another thing but it is one of those challenges 3M people are adept and do not take for granted. The product is applied with the necessary marketing mix such as product, price, place, and promotion. Creative employees have added the fifth P which is people. These are applied and executed at 3M, but 3M people have not forgotten the traditional parts of the marketing mix which are advertising, personal selling, public relations and sales promotion. These are marketing activities that have to be executed by the marketer and his/her team in order to introduce the new product.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Marketing research on experience focuses on what the customer wants. Benefits are in the form of satisfaction and customer experience of the product. Consumer behaviour for example has three aspects which are: creation of information, behavioural concept theory, and consumer attitude theory. These concepts provide consumer insight on consumer experience. (Schmitt 2010, p. 55) Supply chain goes with the demand chain in order to see to it that complexities in the market are properly addressed. Demand chain points to a network of trading partners which include manufacturers and end users. It is also linked to the customers who have to be consulted on the product quality. It starts with the manufacturer, goes to the customer or end user but has to link back to the manufacturer because the customers’ ideas and opinion regarding the product are significant. In a research conducted by Edward Morash and Daniel Lynch (cited in Jobber and Lancaster, 2003, p. 15), in which they involved surveys on global capabilities and performance measurement practices, they found that customer closeness is important in the new global setting. The research found that some supply chains are also experimenting with mass customization, which is a strategy that combines operational excellence with customer closeness. A key performance indicator (KPI) is often used to measure the success of a certain activity in an organization. Write an essay to discuss the importance of KPI to organizations. Support your answers with examples of real organizations and from various business functions. A key performance indicator is a measure indicating how an organisation scored on a particular part of its performance. A KPI represents an organisation’s success on a specific objective. In other words, when an organisation measures its overall performance, it identifies several success factors that comprise organisational objectives. A KPI is usually expressed in numbers or percentages. (Burby Atchison 2007, p. 75) A KPI can be defined in many ways in accordance with the organisation’s type of business, or activities and products. For instance, an organisation which is non-profit and whose objective is to provide aid to poor individuals and communities, its KPI is measured on the amount of aid, financial or in kind, to individuals and entities. A KPI is a basis for an organisation’s future goals and projects. If an organisation does not have a measured KPI, it cannot tell how it has attained its goals. There are organisations that used many KPIs in their various businesses, products, or activities. A KPI is very important because it indicates how successful an organisation’s business is and how it scores in the different organisational activities. A KPI is a measurement of what has been done in business or organisation. KPIs tell about the organisation’s goals and objectives. They are measured on a regular basis and not just once. Members of the organisation contribute to the creation of KPIs and agree on their significance. An aspiring entrepreneur who sells appliances measures his KPI by the number of appliances sold for a month. He can accompany this with a short survey asking customer opinion why they preferred the particular appliances. The KPI survey will determine the entrepreneur’s decision in his next requisition from the appliance supplier. Another important thing is that a KPI must be timely so that employees and decision makers know what to do. If it is a late KPI, it is useless. For instance, a KPI is needed on how a product will be introduced to a certain market segment. If the results are not immediately known, competitors will enter the scene and beat the organisation on this aspect of business. (Parmenter 2007, p. 151) An organisation conducts KPI to determine the financial viability of a certain project, whether the operation has increased the revenue, or whether it has higher profit. Internal a ctivities in an organisation also need KPIs or performance measurement to determine the effectiveness of some functions, like knowledge sharing. Knowledge sharing as best practice cannot be easily attained. There are barriers to this kind of HRM exercise. Szulanski (1996) termed it the internal stickiness within the firm. Organisations apply and transfer best practice among themselves, or within the firm, but barriers impede the transfer of knowledge from people to people, from department to department, or from branch to branch. Experiences of some organisations like General Motors, IBM, and others, proved that it is not easy to transfer knowledge as best practice. Internal stickiness has been seen as an important topic of study. A KPI is needed and applied to determine how effective is best practice introduced within the firm. (Groysberg, Nanda, Nohria 2005, p. 5) Technology giants conduct periodic KPIs to their volume of sales to determine whether profit increased for the period or whether their products satisfy customers. If sales have increased for the period, it means their product meet customer demands. For example, Nokia reported a decline of 7% in mobile phone sales in 2009. Apple’s iPhone and Research in Motion’s BlackBerry were leading in the competition, a major threat to Nokia. Google’s Android, the mobile operating system, also became a threat as it was gaining advantage in the market. Nokia’s profit on handsets fell by 18.6% during the second quarter of 2009, quite a big margin. But it remained to be seen because Nokia led in the high-volume of sale of cheap handsets and devices in the developing countries. (Reardon 2009, p. 1) Nokia had net sales of â‚ ¬40,984 million in 2009 compared to â‚ ¬50,710 million in 2008. It was also higher in 2007. The KPI data tell us that there has been a continuous shift in the volume of sales for Nokia. In 2010, with the appointment of Mr. Elop as the new CEO, Nokia began to make some improvement but not much. But it showed that the KPI for this period of transition enabled the company to make a decision and that is to appoint a new CEO. (Reardon 2009, p. 1) Nokia made a decision to introduce a new product series, the N-97 which is said to be a success although it could not really compete with the already popular Apple and RIM devices which are said to be growing favourites of the young demographic. (Reardon 2009, p. 2) Nokia hired Strategy Analytics to conduct KPI. According to the study, Nokia’s share in the global mobile phones sales had been maintained, or there was a wide control of 40.3 percent, a little down than the year 2008 which was 40.7 percent. In the United States, it lost its grip of the market – a big fall from 35 percent to 8.1 percent in April 2002. Apple, Samsung, and Research in Motion had the advantage. Their devices were more advanced than Nokia’s. (Reardon 2009, p. 3) The next year, Nokia had a rebound of 70 milli on Smartphones sold globally while Apple only had 33 million iPhones sold. The new CEO promised a new rise for Nokia from its slumber. Report for 2010 registered positive with sales in the fourth quarter reaching â‚ ¬12.7 billion. (Reardon 2009, p. 3) There are advantages brought about by the KPI results. This resulted in the selection of Mr. Elop as the new CEO. But Nokia’s experience in the Smartphone market was enhanced by the innovations its engineers introduced. Their biggest asset is Microsoft. Nokia and Microsoft naturally emerge as a formidable force in the mobile software. Google and Apple are major competitors. It was only in the United States market that Nokia lost by ten percent. But in the overall leadership of handsets, it had a 38 percent share of the market. Nokia failed to gain the support of four big U.S. phone manufacturers which account for the big bulk of phone sales in the country. Nokia is still the leader in the sale of low-cost cell phones worldwid e. Nokia has introduced innovative products and many of these are still with the company. With the new leadership of Mr. Elop, observers and analysts have commented that the products will surely come to life again. One of the products is the touch-screen handset which can be connected to the internet. (O’Brien 2010) Big and small organisations conduct periodic KPIs to determine market sentiments and market needs. As mentioned, there are many uses and advantages. Decision making is triggered by KPI results. Nokia needed a periodic KPI for its series of mobile products. Like the other competitors, it has a lot to catch up. And all these organisations need KPIs that can provide a brief and accurate background of the market. It can provide them a chart for important decision making. The Smartphone market is threatened by competing giants. The annual sales for this market are estimated at 400 million devices. Nokia has been telling the public that they are catching up with new pro ducts to beat Apple and Microsoft. Nokia has struggled in the Smartphone market and in the mobile software sales. Its profits had been reduced with the entry of the Android operating system, along with Apple and BlackBerry. Nokia needs a strong asset to make its hold in the Smartphone market and retain its lead once again. (Reardon 2009, p. 3) Nokia has produced the Ovi platform which is a service business and a new product, the Nokia Netbook. This kind of product needs regular KPI data, not just periodic, because it tells how the product has performed in the market and how the designated demographic has responded to the product. References Burby, J Atchison, S 2007, Actionable web analytics: using data to make smart business decisions, Wiley Publishing Inc., Indiana. Dyer, J Nobeoka, K 2000, ‘Creating and managing a high-performance knowledge-sharing network: the Toyota case’, Strategic Management Journal, Strat. Mgmt. J., 21: pp. 345-367, via City University London database. Groysberg, B, Nanda, A, Nohria, N 2005, ‘The risky business of hiring stars’, Harvard Business Review, July-August 2005, via City University London database. Ichijo, K Kohlbacher, F 2008, ‘Tapping tacit local knowledge in emerging markets – the Toyota way, Knowledge Management Research Practice (2008) 6, pp. 173-186, via https://www.palgrave.com/gp/journals Jobber, D Lancaster, G 2003, Selling and sales management (sixth edition), Pearson Education Limited, England. Lynch, R 2008, Strategic management, 5th edition, Financial Times/ Prentice Hall, USA. O’Brien, K 2010, Nokia’s new chief faces culture of complacency, https://www.nytimes.com/2010/09/27/technology/27nokia.html?_r=1pagewanted=all Parmenter, D 2007, Key performance indicators: developing, implementing, and using winning KPIs, John Wiley Sons, Inc., New Jersey. Reardon, M 2009, ‘Nokia’s Smarphone problem’, Signal Strength – CNET News, 2009, v ia City University London database. Schmitt, B. 2010, ‘Experience marketing: concepts, frameworks and consumer insights’, Foundations and Trends ® in Marketing, vol. 5, no 2, pp 55-112, via City Universdity London database. Szulanski, G 1996, ‘Exploring internal stickiness: impediments to the transfer of best practice within the firm’, Strategic Management Journal, Vol. 17 (Winter Special Issue), 27-43, via City University London database. 3M company information: history 2012, https://www.3m.com/3M/en_US/company-us/about-3m/history/ This case study on 3M: an Innovative Organisation was written and submitted by user Mikayla Cline to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Colonial Expansion of Western Civilization essays

Colonial Expansion of Western Civilization essays From the late nineteenth to the early twentieth century, Western nations including; Germany, Great Britian, France, and Italy, enrolled in a remarkably fierce period of imperial expansion. From the sixteenth to the eighteen centuries, there has been a on going fight for control over the new world. There are a several factors that contributed to the crave colonial expansion. One very imporant factor was the need to spread economic influence. Also, other countries believe that this was their nations last chance to gain any control and enlarge and of their empires. It was almost like a national competition among countries to see who could aquire the most territories because if they didnt then someone else would. Lastly, was the need to sway public opinion. Before the late eighteenth century, the opinion of the public was rarely considered, but when it came to colonial expansion, everyone is affected...positively or negatively. According to Friedrich Fabris Bedarf Deutschland der Kolonien in 1879, the German nation is more than capable of expanding its colonies and pave the way of a new course. He believes that Germany is financially and economically inclined, intensely appropriate for being a cultivated country, and could provide plentiful number of workers to do so. He feels it will be beneficial to the economic situation and to the entire national development for that matter. Fabri also states that Germany has such a political and historical power and he feels that new nations are made bitter amongst eachother and he appeals to the public by letting the German people think that by colonizing, this will bring the nations and the people together as one and this could create a liberating effect The letter form John G. Paton to James Service Urging British Possession of the New Hebrides in 1883, also states his opinion to why the British should expand to ...

Directive and indirective effects Essay Example | Topics and Well Written Essays - 2500 words

Directive and indirective effects - Essay Example At the same time, however, the EU's member governments have created and allocated increasing powers and discretion to a number of supranational organizations, including the executive Commission, the European Court of Justice (ECJ), and a European Parliament (EP), which now acts as a co-legislator with the Council in a growing number of areas. Although clearly the creation, or agents, of the member governments, these supranational organizations possess powers and preferences distinct from those of their member-state principals, and they have frequently been posited by both practitioners and academic observers as the embodiment of the project of European integration. The Commission of the European Union was established as one of the two executive institutions of the European Communities (EC). As opposed to the Council of the European Union, which represents the Member States, the Commission has been regarded as both the European, or supranational, and the administrative arm of the EC executive. The term refers to both the collectivity of the Commissioners (currently 20 in number) and the administrative apparatus that serves them. ... As to supervision, the Commission was given a general responsibility to ensure that other EC institutions and the Member States fulfilled those tasks and provisions assigned to them under the founding treaties. It had a duty to ensure that decisions taken by the Council were carried out, or adhered to, by the Member States, making it responsible for the implementation of EC legislation (for more detailed information see Elgstrm, 2005, p. 214). With the establishment of the EU, the European Commission continued to uphold the founding treaties and the acquis communautaire by monitoring other institutions and the Member States, although its exclusive right of initiative was compromised. In extreme circumstances, it can seek to enforce implementation by prosecuting an offending institution or Member State in the Court of Justice. The Commission is also required to advise on matters regarding the treaties, and even volunteers advice where it deems necessary. In order to fulfill this function, the Commission has had to develop a vast network of consultative and advisory bodies and contacts. It continues to take decisions in conjunction with the Council and the EP or, as with the CAP and competition policy, in its own right. The TEU gave it additional initiative authority in the areas of social policy and economic and monetary union (EMU). The Treaty further gave the Commission the right to be fully involved in the work of the tw o intergovernmental pillars that would stand alongside the EC: it can seek to initiate action within these pillars and even propose that some areas of responsibility should be transferred to the EC pillar (Sieberson, 2004, p. 993). The Commission must also carry out the duties and