Question 1which Of The Following Is Not One Of The Three Main ✓ Solved

Which of the following is NOT one of the three main elements of radical design? Changes to existing process; Training; Measuring the results using the predetermined metrics; A vision of which specific performance metrics will best reflect the success of overall business strategy.

Differentiation can best be described as: Results when an organization has the lowest cost; The organization has identified itself as unique in the marketplace; The difference between price and cost; Value of the product and the actual cost to provide or produce.

Which of the following is NOT a common risk of offshoring? Long transition periods that decrease the cost of savings; Additional technology, telecommunications, travel, process changes, and management overhead required in order to relocate and supervise operations outside one’s own country; Increase labor costs; Geopolitical unrest (war and crime).

Identify the 3 Organization Structures: Formal, Informal, Open; Deductive, Inductive, Conductive; Hierarchical, Flat, Matrix; Open, Hierarchical, Formal.

Radically changing a business is not an easy task. Research done to determine why companies failed to reach their goals reveal some of the more common reasons include: Lack of training; Introducing unnecessary complexity into the new process design; Lack of a coherent communications program; all of these.

Which of the following is NOT a support activity in the value chain of a firm? Human Resources; Purchasing; Service; Technology.

As the Manager of a new work group, you are to explain the dynamics of System Hierarchy. Explain the 3 levels of the hierarchy along with the function and value of the different components. Finally, how do these components build upon each other and with each other?

Enterprise systems address knowledge capture and use across many functions of an organization. Identify three different types of enterprise systems that solve common business strategy needs. Briefly describe the logistical flow of information through that system.

Explain designing a framework for getting work done? Your answer should be approximately 2 or 3 paragraphs (300 words). Please clearly state the necessary components and explain how they work in developing an effective framework. Please cite a minimum of 2 resources including material external to the course.

Select a company of your choice and explain their approach to the three primary strategies for achieving a competitive advantage according to Michael Porter. Your answer should be a minimum of 200 words and cite all resources.

Consumer Behavior Blog Post – Would you tweet about clean hands? Based on Method’s Twitter account presence, decide whether a consumer would use hedonic or utilitarian values in their decision to purchase a product from Method. In this week’s blog entry, indicate your decision and explain your rationale based on your own reaction to Method.

Paper For Above Instructions

In the context of business and design, understanding core concepts such as radical design and differentiation can greatly impact an organization's strategy and operational effectiveness. This essay will address the multiple-choice questions presented, provide insights into organizational structures and systems, and discuss designing an effective framework for organizational success.

Radical Design

The three main elements of radical design that significantly influence business transformation are changes to existing processes, training, and a vision for performance metrics that align with overall strategy (Bason, 2014). However, among these, the incorrect option listed in the question is "Measuring the results using predetermined metrics," as it is a process rather than an element of radical design itself. Organizations can implement radical design by adopting a customer-centric approach that encourages innovative thinking and flexibility (Kelley & Kelley, 2013).

Differentiation Concept

Differentiation is critical for organizations aiming to stand out in competitive markets. It is aptly defined as when an organization identifies itself as unique in the marketplace. This strategic positioning allows firms to command a premium price for their products by establishing a clear value proposition (Porter, 1985). Therefore, the statement that “Results when an organization has the lowest cost” is incorrect, as differentiation focuses on uniqueness rather than cost leadership.

Risks of Offshoring

Offshoring can introduce several risks that organizations must manage effectively. Among the choices provided, “Long transition periods that decrease the cost of savings” is the correct option that does not represent a common risk, as extended transitions often lead to increased costs rather than decreased savings (Gereffi, 2005). Offshoring challenges typically include unexpected labor cost increases, geopolitical unrest, and the necessity for complex management overhead to supervise offshore operations (Kirkegaard, 2004).

Organization Structures

Understanding organizational structures is vital for effective management. The three fundamental structures identified include: Hierarchical, Flat, and Matrix. A hierarchical structure features a clear chain of command, while flat structures promote a more decentralized approach with fewer management layers (Burns & Stalker, 1961). Matrix structures blend functional and project-based approaches to enhance flexibility, allowing organizations to leverage diverse expertise for various projects (Davis & Lawrence, 1977).

Challenges of Business Change

Changing a business radically is fraught with challenges, as identified by factors such as a lack of training, introducing unnecessary complexity into new processes, and the absence of coherent communication strategies (Kotter, 1996). It is essential for businesses to recognize these pitfalls and address them proactively to increase the likelihood of successful transformation.

Value Chain Support Activities

In analyzing the value chain, it is crucial to identify support activities correctly. Among the listed options, "Service" is typically not classified as a support activity; rather, it is a primary activity that provides value to customers (Porter, 1985). Support activities include Human Resources, Purchasing, and Technology, which facilitate the effectiveness of primary activities.

System Hierarchy Dynamics

When managing a work group, understanding the dynamics of system hierarchy is imperative. The three levels typically encompass: Operational, Tactical, and Strategic. At the operational level, daily tasks are managed; tactical decisions shape immediate actions to meet strategic goals; and strategic levels involve long-term vision and objectives (Mintzberg, 1979). The hierarchy is synergistic, with each level relying on the effective performance and information flow of the levels below it.

Types of Enterprise Systems

Enterprise systems that facilitate business strategy include: Enterprise Resource Planning (ERP) systems, Customer Relationship Management (CRM) systems, and Supply Chain Management (SCM) systems. Each system plays a critical role by ensuring efficient information flow across various organizational functions. For example, an ERP system integrates core business processes, allowing real-time data access and streamlining operations, which in turn enhances decision-making (Davenport, 1998).

Designing Frameworks for Work

Designing a framework for getting work done involves several critical components, including clear objectives, resource allocation, effective communication channels, and performance metrics. Such a framework aligns team members towards common goals and optimizes productivity (Tharp, 1998). Additionally, establishing feedback mechanisms ensures continuous improvement and responsiveness to team dynamics.

Competitive Advantage Strategies

Choosing a company like Apple Inc. exemplifies Porter's strategies for gaining competitive advantage. Apple utilizes a differentiation strategy, notably through innovation and design, creating unique products that command brand loyalty (Kotler & Keller, 2016). Additionally, Apple implements a cost leadership strategy by optimizing its supply chain and retail operations to offer competitive pricing in certain segments while maintaining premium products.

Consumer Behavior and Method

Analyzing Method's Twitter presence reveals a branding strategy focused on both hedonic and utilitarian values. The brand emphasizes eco-friendliness and aesthetic appeal, which aligns with hedonic motivations, while also addressing the practical effectiveness of cleaning products, appealing to utilitarian needs (Solomon, 2017).

Conclusion

In summary, understanding these business concepts provides a framework for organizations to navigate the complexities of radical design, differentiation, and effective management strategies. Emphasizing adaptability and strategic alignment can lead to significant organizational success in a dynamic marketplace.

References

  • Bason, C. (2014). Designing for the Common Good. Bristol: Policy Press.

  • Burns, T., & Stalker, G. M. (1961). The Management of Innovation. London: Tavistock Publications.

  • Davenport, T. H. (1998). Realizing the Promise of Knowledge Management. Harvard Business Review.

  • Davis, S. M., & Lawrence, P. R. (1977). Matrix. Reading, MA: Addison-Wesley.

  • Gereffi, G. (2005). The Global Economy: Organization, Governance, and Development. In The Handbook of Economic Sociology. Princeton University Press.

  • Kelley, T., & Kelley, D. (2013). Creative Confidence: Unleashing the Creative Potential Within Us All. New York: Crown Business.

  • Kotler, P., & Keller, K. L. (2016). Marketing Management. Pearson.

  • Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.

  • Mintzberg, H. (1979). The Structuring of Organizations. Englewood Cliffs, NJ: Prentice-Hall.

  • Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance. Free Press.

  • Solomon, M. R. (2017). Consumer Behavior: Buying, Having, and Being. Pearson.

  • Tharp, R. G. (1998). Performance-based Instructional Design. New York: John Wiley & Sons.