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AU / Management / MNGT 4400 / Who are the largest user of apple gadgets?

Who are the largest user of apple gadgets?

Who are the largest user of apple gadgets?

Description

School: Auburn University
Department: Management
Course: Organizational Change
Professor: Lucian bifano
Term: Summer 2015
Tags:
Cost: 50
Name: MNGT4400_FinalExamStudyGuide
Description: These notes cover the final exam lecture and contain notes that go along with each topic and some questions to keep in mind while you're studying.
Uploaded: 04/30/2016
8 Pages 149 Views 5 Unlocks
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MNGT 4400


Who are the largest user of apple gadgets?



FINAL EXAM STUDY GUIDE

∙ Things to know about Apple

o Personal attributes of Macintosh

 Graphical user interface

 Ease of use  

o Largest user

 Marketing and advertising  

 Printing and publishing

o IPod

 Industries it had effect on: music industry, cds, dvds

 Steve Jobs treated music as a system

o Leaders of the smartphones in the early timeà nokia, blackberry,  etc.  

o Pixar-replaced individuals animating cartoons by hand with a  digital approach  

∙ The Whirlpool Case

o Problem Assessment Methodology

 Self-discovery to identify and justify changes they wanted  to make


What is the effect of ipod in industries?



 Active participation - Activity Value Analysis (employees  went through this)

 SWOT analysis (Strengths, Weaknesses, Opportunities,  Threats)

 Global Awareness program

 McKinsey consulting engaged

 University professors engaged to assess employee opinions o 5 Strategic Imperatives Identified - The need for …

 An intense consumer focus

 Low cost manufacturing

 Value-based product planning

 Cross-function and cross-business project planning

 A stronger relationship with Sears

o Change Decisions  

 Strategy shift from cost-leader to value-add differentiation  A new organizational structure with strategic business units focused on the major brand appliance groups


How did steve jobs treat music?



Don't forget about the age old question of Can a species evolve into another species?

 Elimination of the bottom 10% of non-value-add items from the Activity Value Analysis

 10% reduction in management headcount

o Adopting and Institutionalizing

the changes

 Management was able to build on the previous activities  creating readiness

 Subjective assessment of readiness across 250 managers  on a scale of 1-5 by category

 Management demonstrated vision, inspiration, honesty and competence

 Pervasive communications in the form of live speeches,  recorded speeches, written communications and electronic  media

o Key Messages

1. New structure and a new era for Whirlpool

2. Shortcomings of the current structure and reasons for  undertaking this change

3. Consequences of not changing

4. Key focus areas

5. New structure will establish a sense of ownership and  entrepreneurial spirit while fixing responsibility and  accountability

6. Key principles for decision making and the importance of  the customer

7. No turning back

o Key Messages

1. Recognition of Whirlpool’s people, talent, history,  memories and past successes Don't forget about the age old question of What is the superordinate principle?

2. Fierce competition and less success today than in the past  driving the need for change Don't forget about the age old question of What are the main roles of the endocrine system?

3. Vision for the future and recognition of the challenge ahead 4. What is needed from everyone

5. No turning back - say goodbye to the past

o Compensation Change

 Incentive pay based on the performance of the strategic  business units, not whirlpool overall

o Key Messages- via 5 Elements view

o CONTEXT- the appliance industry marketplace and  environment

o DISCREPANCY- whirlpools problems

o APPROPRIAATENESS- no other choice

o EFFICACY- whirlpool’s capacity and capability to change o SUPPORT- Management commitment

o VALENCE- personal consequences of success or failure  o Key Messages- via 8 Steps View

1. Establish a sense of urgency

2. Form a powerful guiding coalition

3. Create a vision

4. Communicate the vision

5. Empower others and remove obstacles

6. Plan for and create short-term wins

7. Consolidate improvements and produce more change 8. Institutionalize new approaches and anchor them in the  culture

o Key Messages- via Transition Curve View

Stage

Strategy

Denial

Provide Info

Resistance

Listen, say goodbye to the  past

Exploration

Direct energy in positive  way

Commitment

Reinforce positive  

outcomes

If you want to learn more check out Where does gran dolina locate?

 Whirlpool had a steady climb in the stock market

 Their change process was SUPER long, it was very  methodical

 Whirlpool is a successful case of transition

∙ The Home Depot Case

o Home Depot at the time

 Startup mentality organization

 Over 1,100 big-box stores

 Growth record that outpaced Wal-Mart

 Financial and operational challenges

 Poor inventory turns

 Low margins

 Weak cash flow

 Freewheeling entrepreneurial culture

 Referred to as a “$40 billion start-up”

 Valued store manager autonomy

 A strong aversion to bureaucracy and hierarchy

 Founders held in high regard by employees

o Immediate Issues Don't forget about the age old question of What bond transfers electrons?
We also discuss several other topics like How long do moods last?

 Inability to capitalize on economies of scale

 Focus on sales over profitability

 Poor investor returns

 Store manager autonomy valued over consistency

 A shortage of experienced store and district managers  Intuition versus hard data in decision making

 Lack of accountability

 Strong competition from Lowe’s

o Naredelli’s Strategy

 Naredelli was striving to have a centralized management  philosophy  

1. Enhance the core by improving current and future store  profitability

2. Extend the business by offering related service

3. Expand the market-geographically and by serving new  types of customers  

4. Introduce metrics, processes, programs and structure into  the company

o Key Initiatives

 Centralization of key functions - purchasing and  

merchandising

 Consistent store layout and signage

 Data-centric decision making

 Improved human resources management practices

 Annual performance reviews and assessments

 Improved training and development programs

 Weekly management conference calls

 Weekly employee video-casts

 Broader participation in planning and employee task  forces

o Was it necessary for Home Depot to change its culture?  o Was Nardelli an effective change agent?  

o Why did the board of directors felt it was time for a new CEO?  Nardellis compensation was his reason for him leaving the  company, they board wanted to adjust his compensation to align with his performance  

∙ Family Businesses

o The Issues

 “Only 30% of family businesses last into the 2nd generation; 12% are viable into the third.”

o The Solution

 Top family-led businesses do 4 key things to increase  success throughout generations:

1. Establish good governance practices and insure good  oversight from a professional board

2. Preserve what makes them special

3. Identify future leaders from within and outside the  family

4. Bring discipline to CEO succession planning

o Family owned businesses play a key role in the global economy   They account for an estimated 80% of companies  worldwide

 They are the largest source of long-term employment in  most countries

 In the United States they employ 60% of workers and  create 78% of new jobs

 They represent one-third of Standard & Poor's 500  companies

 They are 40% of the 250 largest firms in France and  Germany

 They are more than 60% of large corporations in East Asia  and Latin America

o Organizational Change

 Ethics

 Ethics and behavior go hand in hand

 Ethics has to do with behavior …

with what you actually DO.

 Does your behavior “measure

up”to society’s standards?

 If your behavior “measures up,” you are  

generally thought of as an ethical person.

 If it doesn’t you are not!

 What standards define ethical behavior

 A moral code - what is good and what is bad?

 Codes of law

 Professional standards

 Organizational policies, rules, and regulations

 Societal norms - what others expect

 Personal values and beliefs

 Actions under stress and in challenging times

 Why do people take unethical actions

 Malice - intentional evil

 Sociopathy - lack of conscience

 Personal greed

 Envy, jealousy, resentment

 Will to win or achieve at any cost

 Fear of failure

 Corporate culture

 Decision Making Tests

 Front Page of the Newspaper

 Dignity and poise

 “Golden Rule”

 Equal treatment  

 Personal Gain

 Behavior Under Pressure

 “The Smell Test”

 Diversity

 2015 Facebook’s employee population demographics versus their customer demographics

 Hispanics represent just 4% and African  

Americans are only 2% of Facebook’s US  

workforce – the same as last year

 Around the globe, 68% of Facebook employees  are men – down from 70% last year

 55% of Facebook employees in the USA are  white, while Asians make up 36% - last year  

the percentages were 57% and 34%

 When it comes to technical employees, the  

numbers are more stark – 84% are male, 51%  

white and 43% Asian – last year was 85% male, 53% white and 41% Asian

 Senior-level male employees are down from  77% last year to 73%

 Facebook’s 1.5 billion users span races and  

cultures and the majority of its users are  

women.

 Environment

 Environmental Responsibility Organizational Drivers  Commitment to environmental responsibility  Reduced costs or cost avoidance

 Regulatory compliance

 Company image

 Competitive advantage

 Challenges

 Community

 Organizational responsibilities to the community

 Do an organization’s actions create a  

community responsibility?

o Plant or facility closings

o Infrastructure required for new facilities

o Layoffs

o Headcount growth

o Other actions

 Social Responsibility  

 Research shows that, more than ever, consumers  

expect more from the businesses where they shop.  

Just 6 percent of the consumers surveyed believe the

singular purpose of business is to make money for  

shareholders, with more than 90 percent saying they  

want to see more of the products and services they  

use supporting corporate social responsibility.

 Overall, more than 80 percent of those surveyed  

consider social and environmental issues when  

deciding where to work, what to buy, where to shop  

and which products and services to recommend to  

others.

∙ Reflections on our journey

o Theme 1

 “Nothing endures but change” and it is happening at an  ever increasing speed

o Theme 2

 Your role in organizational change will vary depending on  the situation

 Change recipient

 Opinion leader

 Horizontal change agent

 Local change agent

 Global change agent

o Theme 3

 Dealing with the people aspect of change is critical to  success

 Denial

 Resistance

 Exploration

 Commitment

1. Is Change needed? How urgent?

2. What needs to be changed?

3. Are the changes appropriate?

4. Is the org. serious about said changes?

5. Can I/we successfully make the change?

6. What’s in it, good or bad, for me?

o Theme 4

 Scientific methods for data collection and analysis are key  to effective problem determination

 It is important to understand and avoid decision style  biases throughout the change process- especially  

“Groupthink”

o Theme 5

 Fundamental mistakes smart people make implementing  organizational change can be avoided by using proven  processes

1. Establish a sense of urgency

2. Create a guiding coalition

3. Develop a vision and a strategy

4. Communicate the change vision

5. Empower employees for broad-based action

6. Generate short term wins

7. Consolidate gains and produce more change

8. Anchor new approaches in the culture

o Theme 6

 The most effective change agents possess a common set  a core values

 Competence

 Vision

 The ability to inspire others

 Honesty

 Integrity

 Credibility

 Ethical standards and behavior

o

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