ANSWER THIS QUESTION BELOW :- QUESTIOM : In Chapter 17 of the Chowdhury book, Ul

Question

ANSWER THIS QUESTION BELOW :-

QUESTIOM : In Chapter 17 of the Chowdhury book, Ulrich makes a number of points under the categories of context, capabilities and response. Under the latter two categories, which are the two least important points, in your opinion, that would enable modern organizations to undergo successful change? State why you chose them.

under here, are the notes from ch17

Ch 17- Context, Capability, and Response

Contextual Factors Impacting on Organizations

Global

-Internet enables colleagues around the world to be more accessible

-successful org must acquire global leverage and awareness;

-global leverage will enable lessons in product design, marketing, distribution

-global awareness will enable firms to adapt products to local conditions and cultures

Technology

-it will make the world smaller and faster

-it will connect people more quickly

-downside of tech is emotional isolation, loss of privacy, debates about who owns what info

-those who have the tech may have a large adv over those who don’t though

Speed

-it’s quick; product life cycles will shorten and first-mover advantages will become ever more importance

-changing from a mindset of accuracy and precision to one of innovation and risk taking

-shorter cycle times for designing training programs, restructuring cos, implementing new products

-agility is to take adv of opportunities that arise

Customization

-when the marketing research focuses on individual households, instead of consumer segments

-it is used to track and serve each customer in a unique way

-it will occur more frequently

-orgs that customize for employees and customers need to focus on flexibility, service, and commitment instead of rules, systems, consistency

Intellectual capital/ knowledge workers knowledge reps the underlying values and soul of an org knowledge directly affects the growing service sector and trad’l manufacturing sector

-orgs need to become learning orgs that generate and generalize ideas with impact

-employees must be able to forget so they can learn, and to give up old ways to try new; to experiment Profitable Growth

-financial success will become not just reducing cost, but creating growth

-cost reduction pressures will continue

-attention to global distribution, customer intimacy, and innovation

-they must sustain credibility by meeting quarterly goals and having LT visions that excite possibilities

-they must find ways to continue to increase rev while managing cost

Critical Organizational Capabilities

-orgs will continue to shift from focusing on structure to capability

-capability reps what the org can do and how it does rather than who reports to whom

-a handful of central capabilities may comprise the essence of how orgs will operate

Flex Everything

-flexibly employment practices, compensation practices, ways to get work done

-execs will want orgs to have identities of the most innovative, quickest moving, adaptive in the industry

-they will create structures that encourage capacity to change

Human (Intellectual Capital)

-collective knowledge, skills, abilities of all employees within a firm

-competence and commitment of employees within a work unit

-by hiring, training, incentivizing, governing employees with the right set of skills in the right way, firms can increase human capital

Leadership Depth

-companies with leadership bench have the ability to change with new business conditions -when more talented leaders are hired, and when the org is governed to give them profit and loss accountability, they build depth and capacity

-creating leadership depth implies that a firm produces a unique brand or identity for its leaders -if leadership brand can be created, a firm’s leaders will embody not only the values of the firm but ensure delivery of results the firm requires

-firms that invest in leadership brand have leaders who stand out

Learning

-orgs that learn seem to have the capacity to reinvent themselves, mange knowledge, and to adjust to changing competitive conditions

-HR practices increase capacity to learn by innovative training, compensation, communication efforts

-orgs that learn tend to be more innovative, able to manage knowledge workers, and create strategies

-successful orgs generate ideas with others

-success in one unit must be shared with other product, functional, geographic units

Customer connection

-focus on target customers has led to a def’n of success as the share of target customer

-success is measured by share of client rather than absolute revenue customer connection can be increased by forming account teams, building compensation programs based on account performance, and including key customers in HR practices

Shared mindset

-reps the extent to which employees have a collective agenda

-when a shared mindset exists, employees have a common focus and commitment to how to work to meet goals

-helps a company set an agenda and make sure it translates into employee behaviour

-leads to employees that are focused, attentive, engaged

Strategic Clarity

-when employees have common answers, strategic clarity exists

-helps customers know how to differentiate a firm and helps employees know what’s expected of them -HR practices of who is/how they’re hired, how they’re trained plays a critical role in making strategic clarity real to employees

Accountability

-it increases the probability of meeting promises

-firms that meet those promises are more likely to be successful because they have LT commitment -accountability comes from clear and standard processes for doing work that can come from mastering quality and other processes

Boundaryless

-removing boundaries makes an org more efficient and quick

-encourages info sharing, talent movement, teams, reward shared from top to bottom

-HR practices provide forums to share info, have team-based compensation, and communicate clearly the removal of boundaries

Organizational diagnosis and treatment

-execs charged with building better orgs will judge their org by the extent to which the org demonstrates critical capabilities

-improving these capabilities will become the standard for organizational assessment

How Individuals Prepare Today to Respond to Tomorrow

Self-reliance: How do I assume responsibility for my own career?

-understand clearly the skills you bring to the org, how you want the skills to be used, how you want to be treated by the org

-self-reliance comes from employees having the discipline, self-confidence, self-esteem to conduct honest career assessments

Resilience: What is the life cycle of my knowledge; how do I stay current?

-resilient employees are those that learn, change, constantly be literate in their expertise area

-they are tied into a network of other employees at their career stage, and willing to shed old ideas

-they see risk as an opportunity to learn

Results: Who are the recipients of my work and what value do I add to them?

-who uses the ideas, products, services I produce

-then learn what the recipients want/need, and how you can provide the needs and wants Relationships: Who cares about me and who do I care about? downside of future orgs is isolation, loneliness, and alienation

defining who we care about will become a challenge for employee who are busy/globally focused -through relationships though, come communities where differences are respected, individuals are values, and care for others ensures personal worth

-in a world of rapid change, continuity of relationships offers a stability so change can occur Resolve: What do I want to do and what is my identity?

-personal def’n of success helps ppl avoid being everything to all people and as a result satisfying no one

-the resolve comes from a strong personal identity to help people master change

-resolve comes from values and mission statements

-peace will come from reflection about what matters most and from having the capacity to make one’s own decisions

-employees should be focused on what matters most, even when times are difficult

Explanation / Answer

The Successful change of a modern organization will takes various points in consideration and some points can be discussed as follows.

The most influential points that will be considered in the given points are as follows.

1) Global

-Internet enables colleagues around the world to be more accessible

-successful org must acquire global leverage and awareness;

-global leverage will enable lessons in product design, marketing, distribution

-global awareness will enable firms to adapt products to local conditions and cultures

Because, these days internet plays a very important bigger role in the lives of everyone and the points to support that internet is very best suitable already mentioned above.

2) Self-reliance: How do I assume responsibility for my own career?

-understand clearly the skills you bring to the org, how you want the skills to be used, how you want to be treated by the org

-self-reliance comes from employees having the discipline, self-confidence, self-esteem to conduct honest career assessments

The Self-reliance is very important for the company growth. All the remaining mentioned points are mostly related to the concept of already mentioned points in the company foundation. But, the future of the company completely depends on the employee engagement to the Company’s aim. This will be created and implemented in the mindset of an employee or that type of mind set candidates will be selected as an employee.

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