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Cite all work, must be done in question/answer formatAccording to the texts, what impacts have globalization and neoliberalism had on education?According to the texts, what are the negative effects of neoliberal education policies that focus solely on academic excellence?According to Noddings, what are the characteristics of a caring approach to education?[supanova_question]
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Cite all work, must be done in question/answer formatAccording to the texts, what impacts have globalization and neoliberalism had on education?According to the texts, what are the negative effects of neoliberal education policies that focus solely on academic excellence?According to Noddings, what are the characteristics of a caring approach to education?[supanova_question]
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Writing Assignment Help Cite all work, must be done in question/answer formatAccording to the texts, what impacts have globalization and neoliberalism had on education?According to the texts, what are the negative effects of neoliberal education policies that focus solely on academic excellence?According to Noddings, what are the characteristics of a caring approach to education? [supanova_question]
14 SIGNS OF A SERIAL KILLER 1. Over 90 percent of serial
14 SIGNS OF A SERIAL KILLER
1. Over 90 percent of serial killers are male
2. They tend to be intelligent, with IQ’s in the “bright normal” range
3. They do poorly in school, have trouble holding down jobs, and often work as unskilled laborers.
4. They tend to come from markedly unstable families.
5. As children, they are abandoned by their fathers and raised by domineering mothers.
6. Their families often have criminal, psychiatric and alcoholic histories.
7. They hate their fathers and mothers.
8. They are commonly abused as children: psychologically, physically and sexually. Often the abuse is by a family member.
9. Many serial killers spend time in institutions as children and have records of early psychiatric problems.
10. They have high rates of suicide attempts.
11. From an early age, many are intensely interested in voyeurism, fetishism, and sado-masochistic pornography.
12. More than 60 percent of serial killers wet their beds beyond the age of 12.
13. Many serial killers are fascinated with fire starting.
14. They are involved with sadistic activity or tormenting small creatures.[supanova_question]
Case Study Analysis on Organizational Change 1 CASE STUDY ANALYSIS ON ORGANIZATIONAL
Case Study Analysis on Organizational Change 1
CASE STUDY ANALYSIS ON ORGANIZATIONAL CHANGE
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Case Study Analysis on Organizational Change
A case study involves an in-depth examination of facts and analysis and provides an up-close of a particular organizational situation for a given period. The examination entails various scientific models, specific inspections, and peculiar theoretical analysis. Based on different studies, the facts are used to determine the main course and cause of that particular situation. Moreover, formal research methodologies are incorporated to bring about perfect results of the discourses, especially in an analysis requiring scientific approaches (Bakari et al., 2017, p. 155). Both quantitative and qualitative research analysis is employed to bring about accurate results. The positivist epistemology finds its best application in such research. Facts play a crucial role in determining an organization’s best decision after an intensive analysis of the case study.
On the other hand, organizational change is an inevitable decision to make appropriate transformations to an organization that looks into operational methods, management, and organizational structure. The changes are aimed at creating newer methods to operationalize the organization for business prosperity and market conquest. Such decisions impact overall business or corporate operations. The initiatives to change an organization’s structures aim to develop a specific adaptation model to help the business cope with the trends. What follows an impactful transformational ideology is the maximum profit-making of the company.
Personal Reflection
Transformations create modifications, innovativeness, and adjustment of the corporate operations. Collectively, they form the basis of an impactful transformative idea for an organization. Changes are usually anchored on the economic climate and its variable trends that impact the organization. Corporate managers target impulsive transformative courses that place the organization at the top of the market. Therefore, case studies and organizational transformations aim to take the corporation to the next level of performance.
There are various transformational models that corporations utilize in their decisions to initiate change. For instance, the Cleverism approaches are composed of multiple models for starting transformation in a corporation (Suddaby and Foster 2017). Specifically, some models do not trigger an overall change, but some parts of the corporation, like management, deal with the organization’s economic situations. Therefore, to activate the complete organizational change, different departments and models must develop a shared vision in cooperation.
Therefore, a perfect organizational change process requires applying the model theories to subvert a crisis’s impacts. The organization I would reflect on applied the same strategies to retain its financial position after the 2008 economic sanctions that hit the world’s most potential organizations to collapse. The recoil process was a depiction of mastered tactical managerial skills and divisive theoretical change models’ applications.
The whole process of a successful transformation lies in the management. Perfect decision making and shared visionary ideas amongst different departments of an organization conform to a more significant transformative aspect (Wentworth et al., 2020, p. 511). However, the Henan organization maintained the initial culture; the management tried a swift change of ideas that saws it rose from a great time of challenge. The impacts of the great financial depression of the 2008 crisis imposed several lessons to organizations’ executive departments. It was a testing time for most corporate business organizations, including Henan.
However, Henan corporation proved its capability to contain impacts that saw other organizations collapse terribly. The company’s processes and decisions proved its skills to rise from the most significant depression that only a few corporations can recover. I believe the new general manager’s managerial skills had surpassed the typical level that the business expects. Although he maintained the initial culture, he also hid the business’s flexible nature in a crisis. We can learn skills from the new manager for combating a crisis, a challenging moment for many managers in larger corporations.
He initiated Lewin’s three-step transformation strategy model. First, unfreezing, which is the process of the retirement of aging employees from a corporation. This initial step leaves a corporation with no skills and vacancies that gaps its operation skills (Hussain et al., 2018, p. 123). Henan corporation’s new general manager took up the challenge and showed skillful management by changing its fate while maintaining the initial culture.
Secondly, the move saw the company recruit new enthusiastic young employees to take up the aged ones’ positions. The new general manager arranged them for these positions and installed the company’s vision in their minds creating an innovative shared strategy. In this step, freezing involves maintaining the focus of the company’s vision (Burnes 2020, p. 32). The three steps in Lewin’s model played a vital role in maintaining the Henan corporation’s prosperity. The management utilized its applications to ensure Henan corporation maintained its position in the Chinese market and business. Operations.
The most crucial model that reinstated the company is Kotter’s change model. Henan organization had predicted its strain after the crisis and employed various methods to contain the major setback. Issue three must be settled by Kotter’s eight-step model that follows a theoretical approach process for stabilizing a dwindling business. The steps include establishing a sense of urgency, forming a guideline, creating a visionary relationship, communicating the visionary ideas, and empowering the employees to work towards the vision (Rajan and Ganesan 2017, p. 181). Moreover, planning for short term goals, consolidating improvements, and giving newer approaches to situations.
Issue three requires a dynamic system to manage and contain the dilapidation. Kotter’s model provides precisely that approach to managing situations creating a crisis in an organization. The setback provides a ground for the new general manager and the managerial department to prove skills that no business could imagine. The company looked closely at the market structure and competitiveness. Kotter’s steps model’s first application requires examining the marketing gaps and features that may deteriorate an organization’s business functions.
Moreover, the organization congregated the people with the energy to execute functions. The new general manager passed the vision to the young employees who had taken up the retirees’ positions. They had the competencies to ensure the organization executed its defense activities to recover from the crisis. The employees got the shared vision into their enthusiastic minds to force the actions that the general manager communicated. Such strategies enabled Henan company to make massive steps that set its record of gaining full control of its operations in an economically floating market.
Through MEIEC, Henan tried to impose visionary trust into its clients, enabling the potential companies to conduct harmonious business with it. Henan corporation then built up an empirical mutual trust between its clients, making business more comfortable and intensive. The management then embarked on short-term plans that played critical roles in delivering Henan from economic bondage. The corporation believed in the business department as its lifesaver and installed different corporate ideas such as maintaining prices and storing enough raw materials.
Henan organization also consolidated improvements in its policies and structure by creating spaces for younger employees and organizational strategies. The company insisted on safer business transactions and avoided risky investment by scrapping non-potential companies and clients who may collapse easily in the crisis. The organization also institutionalized new approaches that helped solve newer problems. Through the new general manager’s knowledge, the company initiated new ideas to solve the 2008 financial crisis aftermath. He directly communicated the requirements to combat the problem by giving the exact instructions such as laying of debts and keeping enough raw materials before price shooting. Every detailed case of the Henan company rejuvenation process followed the two basic change models discussed above. Therefore, it is essential to appreciate the transformational models in the business.
Case Study
The case study drawn from an electronic importing and exporting company in China known as Henan shall provide an insight into the change processes and impacts that people can learn from. Henan is an international corporate company specialized in importing and exporting machinery and electrical equipment. It was founded in the year 1997. The company’s main business is to export mechanical equipment and carry out transactions with companies in the USA. It is a subsidiary corporation of the CMEC that does international business on machinery equipment. Henan was a new business model and an idea to increase the output of CMEC; therefore, it was a corporate national marketing strategy that saw half privatization would benefit the initial company, CMEC.
The corporation’s management was smooth, and all the conquest were to the initial strategies’ expectations. The general manager had two key roles that went on well to make more profits and get more clients, making the company rise to the top. Moreover, export and importations increased tremendously that saw the formation of a new ideological corporation MEIEC. From this point, business expansivity was expected to come by this move. However, there was a problem that required a simultaneous transformation or the company to face sudden collapse. The case analysis will lead us to why corporations need transformations within each department and overall change strategies.
Issue one
After a long period of success, the venerated general manager suddenly left management’s position due to health problems. Therefore, the corporation had to get an alternative, and they decided to promote business manager to take up the position. However, the new general manager had little effort in changing the culture of the corporation. He maintained the initial culture and managerial tactics of the previous general manager. Moreover, the meritorious managers and employees retired due to age, leaving several vacancies that the corporation had to hire young inexperienced employees to occupy.
The inexperienced yet enthusiastic and energetic young employees were allowed to take up positions with the initial culture maintained. The most challenging moment for the general manager arrived with the retirement of the experienced colleagues. He had to change the tactics or face the company’s most challenging and instant collapse due to irrelevance. The irrelevance would mean incompetence in the managerial skills of the new management.
Issue Two
There was a recent change in the Chinese import and export policies that initially were favorable to the corporations involved in the business. That means the new general manager had to create a procedural change to cope with Chinese new policies’ changes. The challenge is the tradition that the incorporation maintained would make the incorporation unflexible to make quick responsive changes. Henan corporation faced the reality of the policies that led to high prices of the export goods. The Chinese government placed high tariffs on the export customs that led to hiking of the prices. Henan’s management has to mechanize a specific change in structural functions to cope with the government’s ideal procedures.
Issue Three
Unfortunately, the financial crisis broke in 2008, creating a gap and economic rangles in most corporations. There was an intensive increase in the prices of goods worldwide. The prices of raw materials short to unimaginable amounts and only a few corporate organizations could afford to maintain (Jones et al., 2017, p. 575). The RMB appreciated to unreachable values that led to either stoppage of most organizations’ operational functions or adjustments to contain the crisis. Most clients from the American companies who served Henan became bankrupt, breaking the operations of the organization. Overall, the 2008 worldwide financial crisis was a massive setback for most corporate organizations.
There was a remarkable decrease in the profits of most if not all companies, including Henan corporation. The general manager acted swiftly by making several instantaneous decisions to recover from the situation to contain the situation. Crucial decisions were a remedy to awaken the collapse of several companies that the setback had hit. The general manager commended the store up of sufficient raw materials before a substantial shoot up of the prices. The decision was crucial, which the general managers and CEOs do to save their corporations.
Moreover, the general manager ordered slight maintenance of the product prices rather than imposing prices in relation to the raw materials’ prices. Most importantly, the general manager made a perfect decision to settle down the bills with the appropriate rates that stirred up the company’s financial stability. He also stopped the company from doing business with less powerful corporations, which may face sudden collapse. Thus, he promoted the reward system and established effective solutions for the recovery of the financial crisis.
Evidently, all the plans proved consistency and workability. Therefore, Henan firm was out of the troubles that would have hinged its market suppression. From this case study analysis, we can learn very general information that a company’s external environment implies a change process. Therefore, the internal environment must be flexible to contain any transformation in the external environment that impacts its business operations (Stouten et al., 2018, p. 752). I will utilize this information of the Henan company to discuss the transformative procedural processes that companies initiate in a crisis. The models I will explain are Kotter’s eight-step model and Lewin’s three-step change model. These models form the basis of a successful transformative process of any particular organization initiating a change in its administration or business processes.
Evaluation of the Change Process and Critical Analysis of the Applications
The overall transformational process requires top-set business ideologies anchored on the basics of the business process’s theoretical implications. Businesses create change when it is inevitable, and the resultant implications worsen their current operations. When setbacks arrive, businesses should initiate change to protect their empirical organizational operations from sudden collapses. The two models that Henan organization clinched on form the basics of a step-up strategy of any organization on the verge of losing its market potentials.
The models’ applications have a significant role in promoting the business-critical recap strategy. The models provide clear pathways to regaining the full potentials of the market and business operations. For instance, Lewin’s theoretical model provides an organization with ideals procedures to make up and change old ideas. However, the company can maintain its culture but bring up newer employees who are dynamic to execute the organization’s potentials. Noticeably, maintaining the initial culture does not mean keeping the old operational procedures. Culture is anchored on the vision and not operations. Companies keep the vision but diversify operational and management skills to cope with a newer and competitive business environment.
Proficiently, the Henan organization applied Lewin’s model to take up its business operations in the competitive and economically harsh environments of the 2008 financial crisis. Another stunning application model that the organization initiated was Kotter’s eight-step theoretical model. The eight steps provide primary critical areas of an organization that must be maintained to keep business operations. Each step has a tactic to derive a strategic idea on the recoil process of an organization. Moreover, the management and the business departments mus critically accord full analyses of the steps to prove the workability. Therefore, for Henan company, the theoretical models’ functionality found full test and application for it recovered from the most challenging moment.
Analytically, the applications of different models play essential roles in keeping the organizational operations. Managerial skills are vital to every manager taking up executive positions in every top-rated company (Oreg and Berson 2019, p. 272). Top companies face the most horrible moments during a sudden change in a country’s trade policies. For instance, Henan faced a fragile financial situation when China swiftly changed its international trade policies. The recovery procedure compelled a transformational process that required specific managerial skills to cope with the changes (Jones-Schenk 2017, p. 343). Moreover, this happened after a worldwide economic crisis that needed only sound financial decisions to keep the organizational business operations alive.
In a recapitulative way, I would draw a perfect management style depicted by the Henan Limited Company for standing the most challenging moment of economic crisis. The company’s most effective processes to ensure it maintained its operations reflect its serious commitments and its employees. The models laid a good foundation for managing a crisis, thereby giving the management reliable skills to counter the most challenging financial pressure.
Conclusion
The paper describes a case study of a local Chinese company that operates internationally by importing and exporting electrical, machinery, and engineering equipment. It developed to a level of market recognition, but a sudden change of events occurs during its stabilization process. Therefore, the company’s management had to devise ways to keep its business operations and prevent collapse. The company applied two different theoretical change models to revive and maintain the operations without experiencing a force of transformational impacts. Moreover, the paper has encapsulated various strategical skills to keep the company’s importation and exportation operations amid a change of business policies in the country. The general manager applied and kept the implementations on the watch that led to a successful change of tactical management.
References
Bakari, H., Hunjra, A.I. and Niazi, G.S.K., 2017. How does authentic leadership influence planned organizational change? The role of employees’ perceptions: Integration of theory of planned behavior and Lewin’s three step model. Journal of Change Management, 17(2), pp.155-187.
Burnes, B., 2020. The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), pp.32-59.
Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), pp.123-127.
Jones, L., Downie, L.E., Korb, D., Benitez-del-Castillo, J.M., Dana, R., Deng, S.X., Dong, P.N., Geerling, G., Hida, R.Y., Liu, Y. and Seo, K.Y., 2017. TFOS DEWS II management and therapy report. The ocular surface, 15(3), pp.575-628.
Jones-Schenk, J., 2017. Fostering personal power during change. The Journal of Continuing Education in Nursing, 48(8), pp.343-344.
Oreg, S. and Berson, Y., 2019. Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), pp.272-307.
Rajan, R. and Ganesan, R., 2017. A critical analysis of John P. Kotter’s change management framework. Asian Journal of Research in Business Economics and Management, 7(7), pp.181-203.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change: Integrating the management practice and scholarly literatures. Academy of Management Annals, 12(2), pp.752-788.
Suddaby, R. and Foster, W.M., 2017. History and organizational change.
Wentworth, D.K., Behson, S.J. and Kelley, C.L., 2020. Implementing A New Student Evaluation Of Teaching System Using The Kotter Change Model. Studies in Higher Education, 45(3), pp.511-523.[supanova_question]