Explain BMW as an organization in two aspects:
1-Human resources .Analyse the organisational culture of the Human Resources Department at this company & identify any areas that could be improved.
2-Buyers.who buy BMW cars? & what should this company do to keep them?
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Paddy Ridley, an Australian management consultant, was visiting with an old client in Los Angeles. As he stood up to show
his guest out, Paul Escala flipped a business card across the teak desk. “Here’s an old friend who could use some help.
He thinks he should talk to someone about joint venture management. I told him he can learn from you.”
Paddy frowned in puzzlement. His expertise lay in analyzing organisational cultures and proposing solutions when the
culture was dysfunctional. He advised companies on the dangers of a culture not directed to achieving management goals.
The problems were most severe when the workforce were united in defiance of management decisions that they considered
arbitrary and contrary to their interests.
“But I’m not the guy to consult on joint ventures. Paul, you know my field of work. But I can recommend your friend some
names.” And he mentioned a number of colleagues who worked in the field of joint venture management and billed in the
same fee bracket. “I told him he can learn from you,” Paul repeated emphatically, and refused to be drawn further. “Quin
is expecting your call.”
Two days later Paddy met with Quin Marrow, a fellow Australian and CEO of a medium-sized mining company.
“We’re new to joint venturing and we need all the help we can get,” said Marrow. “We’re into a venture now, and frankly,
we’re having problems.”
Quin’s company mined rare minerals. He had signed a deal with a Peruvian company to mount a six-month exploration and was
committed to supplying the project manager. The man posted, Ed Allison, a long-term employee, had been a disaster, and
that costs the company money.
“What selection procedures do you use?” Paddy asked Quin.
“The best – or so we thought.” He named a well-reputed local firm of consultants. “Enderek trained my human resource
people in selection interview techniques. They sold us their psychometric test. The cross-cultural aptitude test. And
they were expensive.”
“They give value for money,” corrected Paddy. “That’s the best selection procedure you can buy.”
“How did the employee find out about the post?”
“Ed? We asked for volunteers. We used the internal electronic mail system and hard-copy notices. Everyone was
circulated, but he was the only one to step forward.”
“How many were eligible?”
“We’ve got twenty or thirty guys who we consider qualified for a job like this. They all have project experience and
they’re engineers. But the other’s weren’t interested, only Ed.”
“Why not?”
Quin shrugged. “Who knows? Each individual has a private life that I know nothing about. And don’t want to know.”
“And none of them showed any interest? How much were you offering?”
Quin detailed the package. So far as he could judge from his limited experience of joint venture deals, Paddy thought it
generous.
“They talked it out among themselves and decided not to apply. They say the money isn’t good enough. But Ed’s never been
one of the group.”
“And you had to appoint an insider? You couldn’t appoint from the external market?”
“No, it had to be internal. Failing to make an internal appointment would have lost us face. And placed us in breach of
contract. We had to go ahead with it. But we won’t be caught like that again. That’s why we came to you.”
“How was Ed qualified?”
“He took the tests. His score for cross-cultural aptitude was terrible. Enderek said it was the lowest they had ever
recorded. They couldn’t believe it, they asked to retest. But I was not surprised.”
“Why not?”
“Even here, Ed is not a good communicator. But he has strengths. He’s a brilliant engineer. He has management
experience. And he’s loyal. We have a fairly rapid turnover, higher than the industry average, but Ed is a long-timer,
he stays with the company. So we took the gamble.”
“How long did he last?”
“Four weeks. By the end the Peruvians were phoning every day. The final straw was a technology problem. The Peruvians
wanted to see the plans of one of our drilling bits and Ed said no. A flat no, and all the four-letter words. He should
have checked with me first. I had no objections, it wasn’t our newest technology and I had already promised their CEO.
My Research & Development people agreed with me. And Ed knew that. But by then he’d decided that he didn’t like our
partners and wasn’t about to do them any favours.”
“And?”
“They demanded his recall. I had no option. Finally I told to my senior engineer to take the job, at double the money I
was paying Ed. The Peruvians have met him and asked for him, he’s a first-class engineer. But what they don’t know is he
doesn’t know anything about joint-venture management. They’re going to be disappointed. Then we’ll be in a worse
situation than ever.”
“Is that how you perceive the problem?”
“Yes, whether we like it or not we have to do more joint venture work. We need joint venturing skills. First, we have no
experience of working abroad. We don’t have the expatriate workforce.”
“An international company does not need to depend on a vast number of expatriate managers. You can build a multinational
culture and have very few expatriates,” said Paddy. But Quin waved him aside.
“That means we need a new selection procedure. However good the Enderek process, it isn’t right for us. Second, we need
advice on designing a remuneration package for expatriates. A package that brings my staff on line but doesn’t bankrupt
me. Third, we need training in joint venture management. Fourth…”
Quin broke off and smiled ruefully. “You should have stopped me. I know that the one thing consultants hate is being
told what advice to give. Paul said that you were the guy to help. How do you see the problem? How can my staff learn
about joint ventures?”
Paddy was about to protest that he did not normally consult on joint venture issues, when he suddenly understood why Paul
had recommend him.
Your task:
a) Using your understanding of relevant theory and practice in the areas of human resource planning, recruitment and
selection, reward and retention, culture and training, prepare a report for senior management identifying the main
problems faced by this company and explain why such problems arise in this type of organisation.
(50 marks)
b) Could a better system of appointment have been devised for this post? If so, what form would the system take and
why?
(20 marks)
c) How would you tackle the problems that exist for both the short and long term?
(20 marks)
Management of Change
Critically examine the concept of organizational culture. Evaluate the process of organisational culture change and discuss the outcomes of a culture change programme(s) with reference to an organisation(s).
Introduction (500 words aprox)
1. Provide a brief overview of the organisation you have chosen (using a case study from a core text, a newspaper article or a company found on Market Line (Library Online, Resources, For Your Subject, Business and Management, Market Line).*
2. Describe the macro environment of the company using a Pestle analysis and Porters 5 forces model.
Ensure you answer: “Apply a range of diagnostic models and frameworks to the organisational context”
3. Describe the micro environment of the company, i.e. stakeholder analysis, SWOT analysis, organisation structure and current culture web that could be derived from the information acquired.
Ensure you answer: “Apply a range of diagnostic models and frameworks to the organisational context”
Main Body (1,750 words aprox)
4. Using current change paradigms suggest a change approach that would be suitable the organisation in question (i.e. 7S Model) considering the factors above and any other information that you feel would be relevant. Perhaps use other case studies to show good practice and to justify your argument.
Ensure you answer: “Consider whether the structure of the organisation inhibits or promotes the desired change.”
Ensure you answer. “Be clear about the objectives of the change that you recommend and the desired results.”
5. Now using the information discussed above consider implementation of this change, and the type of change agent that might initiate this using models such as Kotter’s 8 steps of Change for structure. You need to pay particular attention to the culture through this change and advise accordingly. Perhaps use other case studies to show good practice and justify argument.
Ensure you answer: “Fully evaluate where the power and tensions, resistance to change may be in the chosen organisation(s)”
Ensure you answer: “Identify the sources of resistance to change and how they may be addressed by change management intervention(s)”
Ensure your answer: “Explore a range of options to bring about the required change and consider the timeline of your chosen strategy, for example, immediate, mid-term, long-term strategy”
Ensure you answer. “Anticipate the likely impact of the change on the organisation or organisational unit”
Ensure you answer. “Determine who in the organisation or organisational unit will be affected by the change, how it will affect them and to what degree”
Ensure you answer: “Aim to predict the reactions of people who will be affected by the change, or those who be called upon to implement the change”
Ensure you answer: “What criteria will be used to assess the success of the change strategy you propose?”
Conclusion (250 words aprox)
6. Provide recommendations to the organisation regarding that change using models such as Kotter’s 8 steps to change to finalise argument. Perhaps use other case studies to show good practice and justify argument.
Place an order with us to get a customized paper similar to this or any related topic. NB: The assignment will be done from scratch and it
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Topic: Critically evaluate the view that organizations, due to self-interest, can never be anything other than pluralist in nature, and that self-interest not only undermines the concept of ?shared organizational vision?
Order Description
Hi my lecture requires the following topics:
Pluralism self-interest. Attitudes, behaviours, process of change, political side of an organisation resistance to change, the management side to change.
Organisation conflicts.
and if possible could the sources be mainly journals
Student ID: ……………………………………..
Module: Change Management
Level: 6
Assignment (100% weighting)
Date issued: 3 February 2014 Submit: 12 May 2014, 12 noon
Learning outcomes to be assessed in this assignment
1 Compare and critically evaluate different management styles and their effect on performance and the effectiveness of the organisation. Identify and evaluate the problems of organisational design and associated consequences when managing change.
2 Critically evaluate the appropriateness of different approaches to motivation in relation to organisational culture, management style and organisational change.
3 Identify and analyse the influences on managerial decision making when dealing with organisational change.
4 Compare cultural variations in management approaches to organisational change and their impact upon organisational performance.
Essay Title
Critically evaluate the view that organizations, due to self-interest, can never be anything other than pluralist in nature, and that self-interest not only undermines the concept of “shared organizational vision” but is also fundamental to comprehending the nature of resistance to change and how resistance might be managed.
Typed answers of 3000 words (excluding appendices and reference list) should be submitted to the Assessment Office, first floor, please retain a copy of your assignment. A copy, without cover page and assessment criteria must also be submitted through SafeAssign.
Criteria for Assessment
The criteria for assessment are shown overleaf.
Graduate Key Skills:
Successful completion of this assignment will provide evidence for graduate key skills C1; C2; IT1; IT2; PS1
NOTE: Please attach the Assessment Grading Criteria sheets to your completed assignment.
Assessment Grading Criteria
Your work will be graded on the extent to which it meets these general and any module specific assessment criteria. Grades for assignments and examinations will be marked in accordance with degree classification bands. These are:
1st 2: 1 2: 2 3rd Refer Fail
A module assessment form will be issued to you with each assignment. Module Leaders will give you more detailed guidance on assessment criteria as they apply to individual module assignments with other written or verbal guidance on their particular assessments.
Level 6 (Level 4 & 5 plus the following) 1st 2 : 1 2 : 2 3rd
3a) In-depth application of analytical frameworks, evaluation of organisational context, culture, and employee behaviour. High level consistently and accurately applied. Good level appropriately applied throughout. Some evidence of skills regularly applied. Skills occasionally applied.
3b) Thorough understanding and application of change management processes and how transformational change can be sustained. Highly developed integrated, clearly articulated and reasoned links made. Consistent, accurate and logical links made. Definite, regular and logical links between theory and practice. Occasional appropriate links between theory and practice.
3c) Originality and independence of thought and approach Consistently evident. Good evidence. Some evidence. Very occasional evidence.
3a) In-depth application of analytical frameworks; analysis and evaluation of organisational context, culture, employee attitude and behaviour; and linked to potential resistance.
3b) Thorough understanding and application of change management processes and how change can be sustained.
3c) Originality and independence of thought and approach
General comments
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