Study Document
Organizational Change Navigating Organizational Change Article Review
Pages:3 (888 words)
Sources:3
Subject:Business
Topic:Organizational Leadership
Document Type:Article Review
Document:#35896556
In addition to this pressure, the Hays article allows us to deduce that Wal-Mart is also responding to the internal pressure plied by its laborers, who could represent the risk of unionizing to Wal-Mart. It is thus that the nature of the changes made as reported by the Hays article would be poised to alter the course of Wal-Mart's labor orientation. Thus, in 2004, it would announce a set of changes in this area, "including the establishment of a compliance group that will oversee workers' pay, their hours and even whether they take breaks. Wal-Mart is testing a program that will alert cashiers, for example, when it is time for a meal break and shut down their cash registers if they do not respond." (Hays, 1) These decisions represent a newfound concern on the part of Wal-Mart about the way that its image impacts its sales and success.
By contrast, computer and printing magnate Hewlett-Packard (HP) would undergo a much publicized shakeup in 2005 that may be viewed almost strictly as an internally-instigated transformation. Here, the influence of a single executive and her regime would first instigate a major strategic change at the company, subsequently experience widespread failure in this ambition and ultimately produce calls for yet another transformation. In 2005, an article by Fox News reports, Carly Fiorina was dismissed as CEO of HP after a disastrous attempt at reorganizing a company that was sliding in market share.
As Fox News reports, "she quickly moved to reorganize its structure and remove bureaucracy, then launched ad campaigns focusing on HP's innovation. but, observers say, HP lost more than expenses and thousands of employees during the process. Fiorina erased the employee-focused culture once known as the 'HP way,' focused single-mindedly on quarterly profits, and alienated employees." (Fox News, 1) the result would be a recognition within the organizations leadership that there was a need to alter the immediate course of its leadership. Internal pressure for this change proceeded especially from the negative imposition upon its culture that Fiorina's orientation has inclined. As opposed to either McDonald's or Wal-Mart, HP suffered few setbacks in terms of public image. But in a manner similar to Wal-Mart, we can see that HP would be driven in many ways by the general tenor amongst its personnel suggesting that without imminent change, its path would become unsustainable.
Works Cited:
Fox News. (2005). HP Ousts Fiorina, Appoints Wayman Interim CEO. Foxnews.com
Hays, C.L. (2004). Wal-Mart Answers Critics With Changes on 2 Levels. The New York Times.…
Sample Source(s) Used
Works Cited:
Fox News. (2005). HP Ousts Fiorina, Appoints Wayman Interim CEO. Foxnews.com
Hays, C.L. (2004). Wal-Mart Answers Critics With Changes on 2 Levels. The New York Times.
Tsao, a. (2002). For McDonald's, the Fat's in the Fire. BusinessWeek.
Related Documents
Study Document
Organizational Leadership Change Competition in the Modern
Organizational Leadership Change Competition in the modern day business community has become cutting edge and the economic agents have to seek new means of creating competitive advantages. This situation has been brought about by the emergence of numerous important changes, all which generated important impacts upon organizational operations. For instance, the customers are now no longer the people buying what the company is offering, but they have become so powerful that
Study Document
Changing Role of HR Management in Response
Changing role of HR management in response to trends in globalization, technology, diversity, e-Business, and ethics Human resources management of any organization has many functions which it continues to perform. One major function is that is provides the organization with the necessary human resources for it to continue in its day-to-day activities. The business environment in which companies operate is quite dynamic and is exposed to various internal and external factors
Study Document
Organizational Change and the Consequences
This means training that is focused on increasing the knowledge economy of the transforming firm rather than in simply standardizing processes. According to the text by Chapman (2009), this may even call for a change in the linguistic approach to this process. Chapman advises that "training implies putting skills into people, when actually we should be developing people from the inside out, beyond skills, ie., facilitating learning. So focus
Study Document
Change to Overcome IT Project Failure
Change Management in IT Overcoming IT Project Failure Any enterprises' ability to remain agile and quick to respond to external opportunities and threats is in large part predicated on the innate skill sets of the project and programme managers guiding projects in progress. The synchronized efforts of project and programme managers working in conjunction with cross-functional department leads and senior management form the foundation that assures an enterprise can change rapidly in
Study Document
Organizational Behavior Organization Change: Theory
The "bookends" of the model being organization work settings and members is accurate and pragmatic as well. In the authors' analysis of the conceptual models for understanding organizational change in chapter 8 illustrates the depth of his expertise in the academic field and his pragmatism at translating theory into results. It must have been the most challenging chapter of the book to write as it moves quickly between the theoretical
Study Document
Organizational Behavior the Group Behavior Model Is
Organizational Behavior The Group Behavior Model is a framework for conceptualizing how various aspects of the external and internal environments of a work group influence the group's performance of its task(s) and the group members' level of satisfaction with the experience of group work. External conditions include an organization's authority structure, rules and regulations, corporate culture, resources, setting, and market competition. Internal factors include the individual skills, talents, and experiences each