Example of Change Management - 3813 Words

GlaxoSmithKline CHANGE MANAGEMENT GlaxoSmithKline The change situation that has been chosen is the cultural change and post merger integration of the Ramp;D department of the company in 2000. During the process, an organization is experiencing a change, how the organization finds, decides and forms its figures are the most important aspects for its future. The ability to change means a tacit process, prepositional concept that lies in the bottom line, because explicit skills are after all merely snapshots of what an organization currently has. Needless to say, this ability has relation to an organizations sustainability. The importance of change and change management in todays turbulent business environment has escalated.†¦show more content†¦The trends in personal disposable income has seen steady rise of 14% in the period of 2002-2005. This growth has been assisted by low unemployment, low inflation and falling interest rates for much of the period. * The UK business cycle shows that the current cycle started in the early 1999; peaked in 2001 and then saw its lowest point in 2003. It can also be inferred from the cycle diagram provided below that long term gove rnment economic policies and stable inflation rates have made these cycles less pronounced then before. This is good news for all the businesses in UK as these cycles have less impact on them now then before. Social: * National Health Service (NHS) has projected that healthcare spending growth will remain fairly constant till 2014, growing at the rate of 7% every year. This table growth in the healthcare spending can be seen has an opportunity for ethical drug manufacturers like GSK. * The number of people aged 65 and older has more than tripled since 1950s to reach 420 million worldwide. The UK Census and National institute on Aging have predicted that by 2030, one in every 5 UK citizens will be aged 65 or above. This prediction is based on the analysis showing that the fastest growth between 2002 and 2005 is among those aged 55-64, representing the Baby Boom generation. Technological: * Soaring energy costs are driving the price of packaging materials.Show MoreRelatedChange Management Essay example1644 Words   |  7 PagesChange Management Change management according to many becomes essential for the following reason: external pressure; which can encompass competition, new technology, cost, and regulation changes. Furthermore, economic and social conditions can escalate long-term change necessary. This paper will discuss several aspects of change management models, theories, and application thereof. In addition, it will provide overviews of the drivers of change, factors necessary for to implement change successfullyRead MoreManagement and Change, Bill Gates Essay example1980 Words   |  8 PagesManagement and Change, Bill Gates William (Bill) H. Gates is chairman and chief software architect of Microsoft Corporation, the worldwide leader in software, services and Internet technologies for personal and business computing. Microsoft had revenues of US$32.19 billion for the fiscal year ending June 2002, and employs more than 50,000 people in 72 countries and regions. Born on Oct. 28, 1955, Gates grew up in Seattle with his two sisters. Their father, WilliamRead MoreAdkar Model1403 Words   |  6 Pages- a model for change management Overview ADKAR is a goal-oriented change management model that allows change management teams to focus their activities on specific business results. The model was initially used as a tool for determining if change management activities like communications and training were having the desired results during organizational change. The model has its origins in aligning traditional change management activities to a given result or goal. For example, Awareness ofRead MoreWhy Organisations Need to Change1108 Words   |  5 PagesWhy organisations need to change Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research. The impact of failures to introduce effective change can also be high: loss of marketRead MoreEssay on The Role of Instructional Technology in Change Management1607 Words   |  7 Pagesin Change Management Businesses change processes and personnel to remain competitive. Essentially their bottom line is profit and efficiency. Change management can be described as implementing new ideas and processes by maximizing the positive components and minimizing the negative to management, employees, and customers (Anonymous, 1999, p. 76). There are many variables to consider when implementing a new process to an organization. This paper will focus on successful change management strategiesRead MoreStrategic Change Management Decisions And Process For Long Term Structure1659 Words   |  7 Pages Managing strategic change is fundamental to business success Module No: 368SAM Module Title: Strategy in Action Student Name: Zhi Long Sia Student ID: 5225745 â€Æ' Strategic change management is the management decisions and process for long term structure in the organisation. The strategic change management defined as the process as a systematic approach for managing strategic change which consists of positioning the firm through strategy and capability planning, real time strategic responseRead MoreTaking a Look at Management Concepts791 Words   |  3 Pagesspecific examples 1.2 Discuss and explain how transformational leadership can bring about effective change in an organisation. Use 2 specific examples. 2. INCREMENTAL VS. RADICAL CHANGE 2.1 Compare and contrast incremental and radical change in an organisation. Provide 2 specific examples. 2.2 Discuss and explain how a change leader can determine if a required change is incremental or radical, both in the individual and organisational levels. Provide 2 supporting examples. 2.3 Can radical change be implementedRead MoreConcord Bookshop Paper816 Words   |  4 PagesBookshop Paper Organizational change has many concepts from wide changes to small changes that can affect a company. Introducing a new person into the company, changing mission statement, restructuring, and even adding stock options are examples of organizational changes. According to Spector it is important to understand, analyze the dynamic of change, and requirements of effective change implementation. Successful changes requires management to explore many drivers of change. Strategic responsivenessRead MoreRoles And Responsibilities Of Middle Management1244 Words   |  5 Pagesuncommon for multiple managers to exist in any given department, especially within a larger business or organization. For example, in today’s typical organization, there is usually a CEO, department manager, assistant manager, supervisor, and sometimes other employees who are responsible for leadership roles. Having this organizational setup with different levels or tiers of management can be very beneficial to an organization, but in some instances, it can also become quite complicated. In order forRead MoreBusiness Management : P G1721 Words   |  7 Pagesthrough some change and made decision to group its Global Business Units (GBUs) into four industry-based sectors. Task of each of these sectors will be concentrated on share of common technologies, common consumer benefits, and face common competitors. These four industry-based sectors will be focusing on strengthening of already developed market business, maintenance of developing market momentum, production of a strong innovation pipeline, and drive of productivity improvements. Such changes, announced

Barilla Operations Case Free Essays

Barilla Case ____________________________________________________________ ______________ Overview of Barilla Barilla appears to be in a commodity industry, suggesting flat demand. Barilla positions themselves as the branded, premium, dry pasta. Their order qualifiers are consistency and quality, and their order winners are brand recognition and variety in shapes. We will write a custom essay sample on Barilla Operations Case or any similar topic only for you Order Now In fact their product line is extensive – 800 products. However, Barilla faces demand fluctuations that strain their supply chain operations and making it difficult to anticipate product demand. Barilla proposes a Just in Time Delivery system to help improve margins. Our overall recommendation is that a JITD delivery system is premature, and instead we recommend building a new information management system to resolve the information bottleneck between customer and the manufacturer and align incentives at each stage in the supply chain to reduce inventories. Only then can a JITD delivery system be properly evaluated. The Impact of Fluctuating Demand on Operations Fluctuating customer demand results in higher inventory for distributors who carry a cross-section of product lines, as demand among product lines fluctuates in unpredictable ways. Certain lines will stock out, while other inventory will merely sit. Thus the sitting inventory creates higher carrying costs. Unanticipated demand will result in higher stock without sufficient information to forecast demand. This is a mismatch in inventory allocation, and a information-transmission issue. Since the manufacturer cannot anticipate which lines will be in greatest demand, lead time is increased, as the manufacturer cannot tailor production to the increased demand until determining which line to produce. These lead times essentially result in a whip-lash effect, in which the factories over-react to stock outs. This results in higher inventory and higher costs. These higher inventory costs contribute to the lower margins and stock outs impair Barilla’s brand equity as a premium brand – a premium brand should not have empty shelf space. The causes of the fluctuating demand The underlying causes include customer demand, customer price sensitivity, some seasonality, the manner and duration of the promotions, the lack of sufficient information to anticipate demand, and the fragmented information stream from small shops. Customer demand is not well recorded. Though pasta volume tends to be steady other than some seasonality, demand among varieties is uncertain, and this flows up the supply chain. Furthermore, the extensive product offerings make it difficult to determine if certain lines are purchased as a substitute for others. One aspect of this uncertainty is the fragmented information stream that results from the many small shops, each conducting inventory at different times, with few incentives to pass information upstream except when they decide to place a new order. This lack of real-time info about customer demand other than periodic orders is a large barrier to accurate forecasting. The promotion structure may be exacerbating the demand problems. We do not know the windows of promotions, but narrow promotion windows should increase ability to forecast demand, suggesting that they do not use promotions that are narrow enough to predict demand. Internal and External Barriers to Implementation of JITD First of all, there is an information bottleneck just past the customer, and the information relating to amount and timing of demand does not flow directly up the Supply Chain. Instead Shops, Distributors and Barilla’s Factories are forced to use existing orders to inform their supply decisions. Barilla’s Long lead time 10 days combined with distributors reviewing inventory levels once a week, does not allow orders to catch up with the demand. This will make the accurate forecasting that Barilla needs to perform JITD very difficult. Distributors distrust giving Barilla info. Barilla has inadequately explained toe potential costs savings that could result from reducing inventory. Distributors also fear that they will lose the volume discounts they currently receive if the JITD system results in smaller batches. Externally there are concerns that greater dependence on Barilla due to a smaller inventory would place them at risk of supply chain interruption. Our recommendations to deal with the barriers to implementation Barilla could vertically integrate, buying the distributors, and centralizing shipment information. Alternatively, we think that incentives could be aligned better to promote the free flow of information up the supply chain and reassure distributors regarding discounts. To reassure distributors, we would recommend basing discounts not on individual shipment size, but monthly volume, so that they would, on average, receive the same discounts under JITD. Also, Barilla should use promotions with short terms to create set periodic demand for promoted products. Rewards should be established as incentives to distributors and retailers to better document sales volume. This could invest in electronic barcode readers and tracking technology. Similarly, Distributors should be educated about the specific gains that they could realize by assisting Barilla to produce more efficiently, including improved margins and reduced lead times. With accurate delivery, retailers only need to maintain minimum amount of inventory and thus reduce the inventory management cost. Good incentives will produce good information. Accordingly, we recommend, building a new information management system that better gauges distributor and retailer statistics to provide accurate customer demand. Only when demand can be forecast can a JITD system’s efficiency be properly evaluated. How to cite Barilla Operations Case, Papers

Concerning Facemasks In Hockey Essay Example For Students

Concerning Facemasks In Hockey Essay ###Concerning Facemasks in Hockey I can see a little bit, but I dont see really. Its not a big help for me, I just have to wait until it comes back, said Mattias Ohlund defensemen for the Vancouver Canucks. Right now, Ohlund, has limited vision, it comes and goes. He held his hand six inches from his face and he couldnt see it. He was struck in the eye with a puck in a preseason game way back in September, he still is unable to see some things. The injury occurred when an opposing player shot it and it hit the stick of one of Ohlunds own players and ricocheted and hit Ohlund right in the eye. He was considered the best all-around defensemen for the Canucks. He was expected to only miss 10-14 days but ended up missing the whole season. NHL officials said that if he were wearing an eye-shield or facemask, he would still be playing right now for his team continuing his career. He was asked if he were able to play again would he use a visor or a facemask. He answered, I dont know yet, Im sure my mom will make me though.Another incident was with Toronto Maple Leaf Bryan Berard who was struck in the eye by the stick of the Ottawa Senator, Marian Hossa. Hossa was following through on a slap shot. It is unlikely that Berard will lose his eye. Berard has to get the blood removed from the eye and they have to see exactly how damaged the retina is. The eye cavity is filled with blood. He will need exploratory surgery. As ultrasound shows he has numerous other injuries to his eye. Dr. Rob Devenyi told ESPN that it is unclear on when he will return if he can still play. The blow of Hossas stick caused a significant cut in the eyenearly on inch. He can only see the difference between light and dark, Devenyi also said that he has seen players with similar injuries and they did return. ESPN asked Devenyi and Berard the question, Would wearing a shield have prevented this injury? Devenyi replied with., Yes, there has never been a hockey injury such as this to a player wearing a shield. When ESPN asked Berard he said, Yes, if Im able to return, I will indeed be wearing an eye-shield.