scholarly journals Implementing Mckinsey 7S Model of Organizational Diagnosis and Planned Change, Best Western Italy Case Analysis

2021 ◽  
Keyword(s):  
Organizational Change ◽  
Behavioral Science ◽  
Secondary Data ◽  
Employee Commitment ◽  
Case Analysis ◽  
Performance Outcomes ◽  
Planned Change ◽  
Top Management ◽  
Organizational Goals ◽  
New Employees

Best Western Italy operates under BW international Inc. a leading hotel and resort brand that provides high quality accommodation services in numerous countries across the globe. All of Best Western hotels are owned and managed independently. BW Italy is the brand’s center for operations and reservation in the European market. It has gained recognition from its unique reservations services involving strategic partners to ensure their customers receive the best services at standardized rates. To reinforce its vision and mission, BW Italy management came up with a yearlong “Make a Difference” program to enhance employee commitment by aligning their goals to those of the company. This would entail organizational change which involves a system-wide transfer and application of behavioral science knowledge to the strategic development, enhancement, and reinforcement of the plans, process, and structures that result in organizational efficiency and effectiveness. The results included rearrangement of top management to establish a flatter organizational structure with improved distribution of leadership. A year after the program had been concluded, the General Manager was aware that its implementation had created colossal excitement and interaction among the employees who had taken part in it. However, four employees had refused to participate in the program while the company had recruited ten new employees after the program had ended. BW Italy needs to formulate a strategy to ensure that the “Make a Difference “program changes are internalized by its employees and institutionalized within the organization. The case analysis utilized secondary data acquired through a case study performed on BW Italy during the implementation of the program. Data was analyzed through the McKinsey 7s Model an effective tool used in analyzing organizational change. The McKinsey 7s Model is an effective tool aimed at depicting how effectiveness can be achieved within an organization through the interaction of 7 different organizational elements namely structure, strategy, skill, system, shared values, style, and staff. Keywords: Make a difference, Organizational change, Change program, Organizational goals, Mission and values, Employee commitment, Top management, Organizational diagnostic models, Performance outcomes

scholarly journals Contribution of Top Management of Business Organization in Promoting Social Harmony

2017 ◽  
Vol 6 (1) ◽  
pp. 60
Author(s):  
Harsha Sahu
Keyword(s):  
Secondary Data ◽  
Top Management ◽  
Business Organization ◽  
Social Harmony ◽  
Daily Lives ◽  
Organizational Goals ◽  
Research Article ◽  
Business Entities ◽  
Vital Element ◽  
Different Levels

<div><p><em>Management is the process of reaching organizational goals by working with people and other resources. Or knowing what you want people to do, and then getting them to do it the best way. </em><em>Management is not only practiced in organization and business entities, but management plays an important role in our daily lives and is practiced by every individual is some or the other way. </em><em>Management is a continuing process, and managers are always involved in it. It helps them to accomplish their objectives. </em><em>Man is a social being. But within each social group there may be heterogeneous traits and features. So each organization can be thought of as pluralistic and need social harmony for peaceful co-existence. </em><em>Management can contribute towards social harmony by building- up cordial industrial relationships, ensuring better life and welfare to employee’s increasing employees’ participation over decisions within the workplace. Consequently, employees will take more interest and initiative in the work assigned. They will feel that they are the vital element of the organization and the organization belongs to them. This will generate the sense of belongingness and loyalty towards the organization. The peaceful co-existence of people from different levels of management can create pleasant and harmonious atmosphere in the organization. The purpose of the study is to investigate how the strong and efficient top level management of the organization can contribute in encouraging social harmony in the workplace. The paper took into account the positive strategies adopted by top management for promoting social harmony in the organization and its implication on the employees, productivity and the economy of the organization. The research methodology is based on the secondary data which include compilation of research article of the experts in the field and the reflections of the essays and article published in the websites. The approach of the study is exploratory in nature.</em></p></div>

A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment

2019 ◽  
Vol 118 (3) ◽  
pp. 158-169
Author(s):  
Dheera.V. R ◽  
Jayasree Krishnan
Keyword(s):  
Organizational Change ◽  
Change Management ◽  
Tamil Nadu ◽  
Change Agents ◽  
Organization Change ◽  
Sustainable Growth ◽  
Positive Approach ◽  
Organizational Goals ◽  
Organization Commitment ◽  
The Impact

Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.

UPAYA PENINGKATAN KINERJA PERAWAT GAWAT DARURAT MELALUI BERBAGAI GAYA KEPEMIMPINAN DI RSUD DAERAH ISTIMEWA YOGYAKARTA

2017 ◽  
Vol 6 (3) ◽  
pp. 186-194
Author(s):  
Deby Zulkarnain Rahadian Syah ◽  
Muhamat Nofiyanto
Keyword(s):  
Emergency Room ◽  
Leadership Style ◽  
Quantitative Research ◽  
Secondary Data ◽  
Cross Sectional ◽  
Organizational Goals ◽  
Democratic Leadership ◽  
The Right ◽  
Research Type ◽  
Special Region

Background: Nurses in charge of the Emergency Room are required to have more ability than nurses serving patients in other units. Emergency Room is an initial service in a hospital. One's leadership style will greatly affect the effectiveness of a leader. The selection of the right leadership style can lead to the achievement of individual or organizational goals. Objective: To know the various leadership style used by the head of room in improving the performance of nurses of Emergency Room RSUD in in Special Region of Yogyakarta. Method: This research includes quantitative research type, using cross sectional approach. The population of this study was the head of the treatment room. Secondary data of nurse's performance is taken from nursing care which is written in medical record file of Emergency Room of RSUD in Special Region of Yogyakarta. Results: The performance of nurses at Emergency Room RSUD A in the good category was 100%. The performance of nurses at Emergency Room RSUD B in the enough category was 45%. The performance of nurses at Emergency Room C in good category was 80%. The performance of nurses at Emergency Room RSUD D in good category was 55%. The performance of nurses at RSUD E in the good category was 95%. The result of cross tabulation between leadership style and nurse performance of RSUD in the whole DIY with good performance is leader who use democratic leadership style equal to 35%. Conclusion: Most of the nurse's good performance in Emergency Room is followed by democratic leadership style of head of space.  Keyword: leadership style, head of space, performance of nurses

The glue that holds an organization together: building organizational vision with top management teams

2018 ◽  
Vol 32 (6) ◽  
pp. 1-4
Author(s):  
Frank Lattuch ◽  
Patricia Dankert
Keyword(s):  
Organizational Development ◽  
Design Methodology ◽  
Case Analysis ◽  
Shared Vision ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Shared Understanding ◽  
Organizational Vision ◽  
Content Type

Purpose Top-management teams often have no shared understanding of the organizational vision, or they find it unhelpful for decision-making due to its vague and uninspiring style. The purpose of this paper is to test a theory-based workshop to effectively develop a shared vision for organizational development and learning. Design/methodology/approach Based on the Collins and Porras (2008) vision framework, the authors tested a workshop design with top management teams. Findings The outlined vision workshop is a useful tool to develop a shared organizational vision in a systematic way. Originality/value This paper provides a practical approach to vision building that is relevant and shared by top management teams. Lessons drawn from the case analysis provide insights into the means by which organizations can shape their development through a compelling, guiding force.

Towards Managing Organizational Change: An Empirical Study

2021 ◽  
Vol 3 (2) ◽  
pp. 41-50
Author(s):  
Sulaiman Abdullahi Bambale ◽  
Saheed Ademola Lateef ◽  
Ibrahim Abdulmalik
Keyword(s):  
Organizational Change ◽  
Structural Equation ◽  
Employee Commitment ◽  
Employee Motivation ◽  
Partial Least Square ◽  
Least Square ◽  
Trust Building ◽  
Observation Data ◽  
Study Results ◽  
The Relationship

This study examines the relationship between trust buildings, motivating employees, and employee commitment toward organizational change. A self-administrated questionnaire was used to gather data. The study provides a basic understanding of organizational change. Through systemic, theoretical, and conceptual understanding, the arguments of the study are built on the importance of communication in the organization and how in bringing organizational change. The current study proposed that trust-building, employee motivation, and employee commitment will be related to organizational change. A total of 292 copies of completed questionnaires were returned, representing 90.7% of the total questionnaire distribution to both managers and owners of manufacturing firms. Out of which, only 275 questionnaires were usable for the analysis after removing incomplete data and outliers. Partial Least Square-Structural Equation Modelling (PLS-SEM) was used to analyze as a popularly accepted model to justify the theory with the observation data. The study results revealed that trust-building, employee motivation and employee commitment have significant effects on organizational change. The current study also claims the importance of collaboration within employees of any organization at the level of transition. The current study will help professionals and academics and enhancing their leadership abilities, it will benefit and inspire trust members to show better outcomes. However, it is recommended that further research is needed in this direction to confirm the result of this study. Finally, this study concludes that trust-building, employee commitment and employee motivation play a significant role in organizational change.

scholarly journals REJUVENATING THE GROUNDWATER TAX STRATEGY IN GARUT REGENCY

2021 ◽  
Vol 5 (1) ◽  
pp. 31
Author(s):  
Muslim Al Kautsar ◽  
Acep Abdul Basit ◽  
Abdullah Ramdhani ◽  
Hanifah Fauiziah
Keyword(s):  
Ground Water ◽  
Swot Analysis ◽  
Secondary Data ◽  
Organizational Goals ◽  
Growth Measurement ◽  
Interview Technique ◽  
Depth Interview ◽  
The Government ◽  
Internal And External Factors ◽  
Descriptive Method

This research purpose to analyze the strategic and technical to encourage the potential of Regional Original Revenue (PAD) from the Groundwater Tax sector owned by Garut Regency. In this research used the descriptive method of research and qualitative approach to obtain the illustration of groundwater tax potential in Garut Regency. The primary and secondary data obtained by depth-interview technique to The Regional Revenue Office of Garut Regency. The data analysis using the formula on the growth, contribution and potential. Besides that, in this research use SWOT analysis to identify internal and external factors that influence the achievement of organizational goals based on strengths, weakness, opportunity, and threatness. The result of this research based on the growth measurement obtained the average of the ground water tax reached -13.65% while the contribution of ground water tax to the regional tax was 0.83%. Thus, to repair this condition based on the SWOT analysis the government of Garut Regency needs to conduct the intensification and extensification to increase groundwater tax revenues in Garut Regency as rejuvenating the policy of groundwater tax strategy in Garut Regency.

scholarly journals Implementasi penilaian kinerja pada badan layanan umum: studi tentang komitmen, penentuan tujuan, dan harapan karyawan

2019 ◽  
Vol 4 (1) ◽  
pp. 1-12
Author(s):  
Ma’mun Anshori ◽  
Jaka Isgiyarta ◽  
Tri Jatmiko W Prabowo
Keyword(s):  
Performance Assessment ◽  
Goal Setting ◽  
Case Study Research ◽  
Secondary Data ◽  
Working Environment ◽  
Primary Data ◽  
Organizational Goals ◽  
Performance Improvements ◽  
Goal Setting Theory ◽  
Setting Theory

Performance assessment is a performance quality measuring tool that needed to know the level of achievement of a plan, improve the performance of the next period, as well as increased transparency and public accountability. This study aims to analyze the actors' responses to the implementation of performance assessment at RS TUV as BLU. This research uses qualitative approach, using case study research method. This study attempts to describe what the actors experienced when implementing performance assessment and exploring how the actors interpreted the experience. Data used in this research are primary data and secondary data. The data collection is done by indepth interview to the actors, observe in the working environment of the actors, and analyze the supporting documents. In this study it was found that the implementation of performance assessment was responded by the actors with commitment attitude influenced by different aspects because the actors have different ways of dealing with a phenomenon. The performance indicators of the performance assessment motivates the actors to achieve it, in accordance with Goal-Setting Theory. Performance assessment provide clarity of organizational goals, goals will tell what to do and how much effort is required. Specific objectives will lead the actors to performance improvements. Furthermore, performance improvements give rise to expectations from actors towards improved rewards system in RS TUV. Penilaian kinerja merupakan alat ukur kualitas kinerja yang diperlukan antara lain untuk; mengetahui tingkat ketercapaian suatu perencanaan, memperbaiki kinerja periode berikutnya, serta peningkatan tranparansi dan akuntabilitas publik. Penelitian ini bertujuan untuk menganalisis respons pelaku terhadap penerapan penilaian kinerja pada RS TUV sebagai BLU. Penelitian ini menggunakan pendekatan kualitatif, dengan menggunakan metode penelitian studi kasus. Penelitian ini berusaha mendiskripsikan apa yang dialami pelaku ketika menerapkan penilaian kinerja dan menggali bagaimana pelaku memaknai pengalaman tersebut. Data yang digunakan dalam penelitian ini adalah data primer dan data sekunder. Pengumpulan data dilakukan dengan cara wawancara mendalam (indepth interview) pada pelaku, melakukan observasi di lingkungan kerja pelaku, dan menganalisis dokumen pendukung. Berdasarkan penelitian ini ditemukan bahwa penerapan penilaian kinerja direspon oleh pelaku dengan sikap komitmen yang dipengaruhi oleh aspek yang berbeda dikarenakan pelaku memiliki cara berbeda dalam menyikapi suatu fenomena. Kemudian indikator kinerja dalam penilaian kinerja memotivasi pelaku untuk mencapainya, hal ini sesuai dengan Goal-Setting Theory. Penilaian kinerja memberikan kejelasan tujuan organisasi, tujuan akan memberi tahu apa yang harus dilakukan dan berapa banyak usaha yang diperlukan. Tujuan yang spesifik akan mengarahkan pelaku pada perbaikan dan peningkatan kinerja. Selanjutnya, perbaikan dan peningkatan kinerja memunculkan harapan dari pelaku terhadap perbaikan sistem reward yang lebih baik di RS TUV.

scholarly journals Beyond Power Struggles: A Multilevel Perspective on Incongruences at the Interface of Practice, Knowledge, and Identity in Radical Organizational Change

2018 ◽  
Vol 55 (1) ◽  
pp. 5-26 ◽  
Author(s):  
Barbara Kump
Keyword(s):  
Organizational Change ◽  
Radical Change ◽  
Individual Characteristics ◽  
Knowledge Gaps ◽  
Power Struggles ◽  
Organizational Goals ◽  
Fine Grained ◽  
Multilevel Perspective ◽  
Practice Knowledge ◽  
Change Efforts

Previous approaches to describing challenges inherent in radical organizational change have mainly focused on power struggles. A complementary but less researched view proposes that many problems occur because radical change causes certain incongruences within an organization. In line with the latter perspective, this article suggests that radical change leads to incongruences between “what they do” (practice), “what they know” (knowledge), and “who they are” (identity) as an organization; to achieve the change, these incongruences need to be accommodated by the organization’s individual members. The article takes a multilevel perspective and describes how in radical change organizational goals may interfere with individual characteristics at the intersections of practice, knowledge, and identity. This enables a fine-grained analysis of reasons why radical change efforts may fail, beyond power struggles. The model is concrete enough to help change managers foresee many practical problems, such as member disidentification, routine breakdowns, or knowledge gaps.

Success Talk: Narrative Accounts of Organizational Change

2021 ◽  
pp. 002188632110584
Author(s):  
Julie Wolfram Cox
Keyword(s):  
Organizational Change ◽  
Procedural Fairness ◽  
Frame Of Reference ◽  
Planned Change ◽  
Collective Leadership ◽  
Joint Construction ◽  
Perceived Success

Based on evidence from narrative accounts of organizational change, the potential of dialogic approaches that privilege joint construction of both change challenges and interventions appears very promising. This evidence also demystifies the notion of “well-planned” change, may further strengthen moves away from n-step programmatic approaches to change intervention, reminds readers of the importance of procedural fairness, and invites further research in terms of collective leadership. Where retrospective stories through which participants distinguished perceived success and failure provide the data for analysis, it is important that findings are understood within a narrative rather than an objective frame of reference.

scholarly journals Assessing the Effectiveness of Innovation Management in the Hospitality Industry: A Study of Selected Hotels in South-East, Nigeria

2018 ◽  
Vol 9 (1) ◽  
pp. 196
Author(s):  
Magnus M. Ofondu
Keyword(s):  
Survey Research ◽  
Hospitality Industry ◽  
Innovation Management ◽  
Rank Correlation ◽  
Secondary Data ◽  
Spearman Rank Correlation ◽  
Organizational Goals ◽  
Spearman Rank ◽  
Organizational Arrangement ◽  
Spearman Rank Correlation Coefficient

This study focused on assessing the effectiveness of innovation management in the hospitality industry. The inability of the change managers of these hotels to meet their expected organizational goals even as they strive to inject something new to meet the ever-rising demand of their clients made this study so essential. To achieve this objective, both primary and secondary data were employed. From a given population of 966, a sample size of 283 was derived using the Taro Yamane’s formula. A survey research design was also employed, and the study proved to be valid and reliable given a content validity and a Cronbach alpha of 0.863. The techniques adopted in analyzing the data were both the descriptive and inferential statistics. Spearman Rank Correlation Coefficient was used in testing the hypotheses. The result of the findings reveals that there is a significant association between the extent of innovation at a given period and the performance of the firms; innovation management does significantly correlate to the growth of the firms. Based on these findings, the researcher concluded that innovation management in the hospitality industry is effective. The researcher therefore recommends among others that there should be a concrete organizational arrangement to improve on the practice of innovation as often as possible in order to enhance the performance of the organizations and be effective.

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