Influences on Change in a Global and Technological Marketplace Unit 2 Assignment
ID: 350243 • Letter: I
Question
Influences on Change in a Global and Technological Marketplace Unit 2 Assignment Due: Sunday by 11:59pm of Unit 2 There will be two parts to this assignment. First you will create a short paper assessing how technology and the global marketplace has influenced change within your organization or an organization you have knowledge of. You will then create a plan to address change within that organization. The final product will be a paper that is 2-3 pages double-spaced, APA format with citations and reference page; Includes at least three (3) scholarly sources to support your work in text citations are required An appendix with a one page plan that includes goals, objectives, a timeline and who is responsible for each objective You must address the following in this portion of your assignment: 1. Identification and brief description of your chosen organization 2. An assessment of how technology has influenced change within the organization 3. An assessment of how the global marketplace has influenced change within this organization 4. A plan with a minimum of three goals that include objectives and a timeline as well as a designation of who is responsible for each objective. Please ensure you write these in SMART format.Explanation / Answer
Identify and briefly description on your chosen organization
An academic narrative normally has a point to it; that is, the story carries some sort of message for the audience
Change management is an approach to shifting or transitioning individuals, teams, and organizations from their current state to a desired future state.
Kotter defines change management as the utilization of basic structures and tools to control any organizational change effort. Change management’s goal is to maximize organizational benefit, minimize impacts on workers, and avoid distractions. There are different types of change an can organization face.
Functional Organization
Functional Organization is the most common type of organizational structures in the industry. It is adopted by many multinational and big companies, in many industries.
Projectized Organization
In Projectized Organization, the entire company is organized by projects. So the resources of the project are fully dedicated to the project activities. Project Managers have control on the projects. Resources only report to project manager and the project manager has the ultimate control of resources.
Matrix Organization
Matrix Organization attempts to get strengths of Projectized and Functional Organizations. Projectized Organizations ensure the dedication of project resources to the project. Therefore, projects have a higher probability of success. On the other hand, Functional Organizations ensure sustainability of the organization since the resources turn back to their departments once the project is over.
An assessment of how technology has influenced change within organization
In just a few months, the technology that an organization uses on an everyday basis may be outdated and replaced. That means an organization needs to be responsive to advances in the technological environment; its employees' work skills must evolve as technology evolves. Organizations that refuse to adapt are likely to be the ones that won't be around in a few short years. If an organization wants to survive and prosper, its managers must continually innovate and adapt to new situations
The concept of organizational change is used to describe organizationwide change, as opposed to smaller changes such as adding a new person, modifying a program, and so on. Examples of organizationwide change might include a change in mission, restructuring operations
An assessment of how the global marketplace has influenced change within this organization
A key challenge within this context emerges from doing business across regions and national boundaries. To prepare for continued success and growth internationally, companies need to equip their managers with an awareness and knowledge about differences between national cultures. Despite an increasingly cross-border business world, the emergence of “culture-free” business practices has yet to materialize; in fact, the complexities associated with differing beliefs and practices remain distinct challenges in spite of the growing interdependence among countries.
Therefore, as organizations extend their geographical reach, several key questions can help initiate the journey of exploring and developing intercultural cooperation in a business context.
Cultural Boundaries Are Not National Boundaries. The concept of cultural boundaries is often used interchangeably with those of geographical and political boundaries (i.e., the nation). This notion has served well those businesses that divided the world into neat geographic regions and serviced them with a multinational organizational structure—a perspective no longer attuned to the realities of the global workplace.
Culture Is a Shared Pattern of Ideas, Emotions, and Behaviors. Culture operates on both a conscious and subconscious level; at both a group and individual level. It is useful to think of culture as an iceberg (Fig. 1). The tip of the iceberg symbolizes the level of behavior and other observables/tangibles (i.e., the world of manifestations). Beneath the level of our daily awareness, this behavior is linked to a world of values that is shared by a group
A plan with a minimum of three goals that include objectives and a timelines as well as a designed of who is responsible of each objective
Know your strengths and weaknesses
Many businesses conduct a SWOT analysis where they identify their internal Strengths and Weaknesses as well as external Opportunities and Threats. This information allow you to develop strategies that are relevant and realistic to your organization. Investigate what the future trends may be in your industry. You want to develop objectives that will give you a competitive advantage.
Ask yourself where do you want to be in 3 months, 1 year, and 5 years
The vision that you have for your organization should be reflected in your company’s objectives. Organizational objectives can be a mixture of both short term and long term goals. A great tip is to start with your 5 year goals. Where do you see your company in 5 years? What do you want to have achieved by then? Then think about the strategies you want to pursue in order to achieve those goals.
MART model to set your organizational objectives
Try your best to make your objectives and key results Specific, Measurable, Attainable, Relevant and Time bound.
For example, you are a startup company in Vancouver and your long term goal is to be recognized as the best company in your industry. Instead of setting your organizational objective as “Being recognized as the best company”, you would apply the SMART model to your objectives and ask yourself these following questions:
Specific – What type of company do you want to be the best at? On what scale do you want to compete? Do you want to be the best company in your area or in the world?
Measurable – How will you know when you have achieved your objective? What benchmarks are you going to use to measure your success?
Attainable – Is this objective achievable given your resources? What are the obstacles that you are going to encounter and can you get past the hurdles?
Relevant – How relevant is this objective to the company and its employees? Will it benefit your organization?
Think about who is contributing to the objectives
Sometimes CEOs may get confused about the difference between an organizational and a departmental goal. This situation arises within companies that are adopting a flatter organizational structure where they do not have a management level anymore. Ask yourself “who will contribute to the success of that objective?” and “who will have the greatest impact on the objective and its key results?” If anyone in the organization, given the nature of their position, can contribute to the objective, then it is on the organization level.