Case Study Exam 1000 words

docx

School

Blacktown Girls High School *

*We aren’t endorsed by this school

Course

SBM513

Subject

Business

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by ChancellorField3990

CASE STUDY EXAM

CASE STUDY EXAM 2 1. Culture -Analyze the business culture in Russia. Russia's business culture is intricately shaped by its historical and political landscape. Post- Soviet Union, the rapid shift to a market economy created a challenging atmosphere due to the absence of robust legal and financial institutions, fostering corruption and oligarchic wealth accumulation. Informal practices emerged, rooted in Soviet-era networks and organizational culture, filling the institutional void. Trust is pivotal in Russian business, often cultivated through personal connections and informal networks. Face-to-face meetings are crucial, emphasizing relationship-building. Negotiations are protracted, demanding patience and persistence (Nohria, 2015). A crucial role is played by hierarchy and acceptance of authority. Respect for those in charge and a lack of open criticism are requirements due to the centralization of decision-making and the strong regard for seniority. Comprehending the political system, culture, and history of Russia is crucial for navigating its intricate commercial landscape. Success in this one-of-a-kind commercial environment requires striking up personal ties, showing respect for authority, and being patient and persistent. -Analyze the organizational culture within the H-IT subsidiary in Russia. Lack of responsibility, anxiety, and discontent were hallmarks of the organizational culture of the Russian H-IT subsidiary. Corporate executives struggled to hold people responsible, and the subsidiary ignored worldwide norms and performance-enhancing technologies. Lebedev, the previous head of the subsidiary, instituted his own system of employee responsibility that undermined teamwork, communication, and the achievement of common objectives. Also prevalent in the subsidiary's culture was an unwillingness to take chances and an absence of initiative. Cameron and Green (2015) found that employees were unhappy with their work environment and afraid to make errors. The legacy of the Soviet system probably contributed to this lack of initiative and risk-taking by making it harder for managers to develop their strategic planning abilities. A general atmosphere of discontent, anxiety, and a lack of responsibility pervaded the Russian H- IT subsidiary's workplace. Workers' reluctance to take initiative and risks was probably influenced by the Soviet system's legacy. Pierre Frankel had to melt the company's aversion to change and establish a more positive and responsible organizational culture if he was to save the subsidiary.

CASE STUDY EXAM 3 2. Organizational Barriers -Identify the sources of resistance to change. How did Frankel approach the hurdles that he faced? Efforts by Pierre Frankel to reform the H-IT Russian subsidiary met with strong opposition. The long-lasting effects of the Soviet system are a major obstacle since they encouraged a risk-averse and passive-resisting society. Fear among employees and an overall absence of responsibility also stifled open communication and teamwork. With his accountability techniques and interference with corporate monitoring, Lebedev, the former head of the subsidiary, presented still another obstacle. Through it all, Frankel remained meticulous and relentless. He built personal ties and trust via extended one-on-one contacts in many contexts. Recognizing the passive resistance as a product of Soviet-era experiences, he approached the situation with patience and a learning mindset. Frankel established an Integration Team to institutionalize change and build a coalition of dedicated employees. Utilizing metaphors like the atomium and matryoshkii, he effectively communicated the imperative of change and the collective effort required. In essence, Frankel's approach centered on cultivating personal relationships, forming a committed employee coalition, and employing metaphors to convey the necessity of change. 3. Coalition Landscape -Who were the stakeholders? Did Frankel form a coalition? Who should he include / not include in the coalition? Employees, clients, stockholders, and company executives were all considered stakeholders in the Russian H-IT subsidiary. Pierre Frankel rallied a group of dedicated workers to assist solidify the shift and rally around the new course of action. He assembled a group of managers from different departments to work together as an Integration Team, and they all answered to Frankel (Rosabeth M. Kanter, 2012). The group had to deal with the problem of information silos not working together and supervise the Focus Projects. Members of Frankel's team should be dedicated to the new course of action and cooperative in achieving common objectives. Those with the knowledge and experience to make the reforms work should also be part of his team. Participation from top managers and other influential parties is crucial if the reforms are to be implemented. Having said that, be carefully when

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

CASE STUDY EXAM 4 bringing in individuals who might be change-averse or who could sabotage the coalition's initiatives. In sum, Frankel's strategy for building an alliance was to involve individuals who were dedicated to the new course of action, had the appropriate knowledge and experience, and have the clout to see the changes through to fruition. Frankel institutionalized the shift and gained support for the proposed path by assembling a coalition of dedicated employees. 4. Assess Frankel’s actions between April 2007 and December 2007. (Hint- Use Kotter’s 8 steps). Was Frankel able to institutionalize the change he initiated? Pierre Frankel's actions between April 2007 and December 2007 can be assessed using Kotter's 8 steps for leading change. Kotter's 8 Steps for Leading Change Pierre Frankel's Actions (April 2007 - December 2007) 1. Establishing a sense of urgency Recognized the need for change, communicated urgency, set aggressive targets for revenue and profitability. 2. Creating a guiding coalition Formed an Integration Team to oversee Focus Projects and garner support for the new direction. 3. Developing a vision and strategy Developed a vision for the subsidiary and a strategy to achieve revenue and profitability targets. 4. Communicating the change vision Effectively communicated the vision and strategy to employees and corporate leaders. 5. Empowering broad-based action Empowered the Integration Team to oversee Focus Projects and address information sharing and cooperation issues. 6. Generating short-term wins Implemented a snowball strategy with smaller projects, and strategic business planning to enhance predictability and sales efficiency.

CASE STUDY EXAM 5 7. Consolidating gains and producing more change Recognized the need for continued effort into a second year, worked on institutionalizing change, and building a committed employee coalition. 8. Anchoring new approaches in the organization's culture Unclear whether new approaches were fully anchored in the organization's culture; internal resistance decreased, but sustainability without Frankel's direct involvement remained uncertain. Overall, Frankel was able to make progress in leading change using Kotter's 8 steps. He established a sense of urgency, formed a guiding coalition, developed a vision and strategy, communicated the change vision, empowered broad-based action, and generated short-term wins (Kotter, 1996). However, it is unclear whether he was able to institutionalize the change he initiated and anchor the new approaches in the organization's culture. 5. Should Frankel stay or leave? Why? The decision for Pierre Frankel to stay or leave is multifaceted, considering both achievements and challenges. Frankel's success in building relationships, fostering a committed employee coalition, and implementing effective change strategies highlights his leadership prowess. The snowball strategy and strategic business planning initiatives have generated momentum and improved business efficiency. However, uncertainties linger regarding the institutionalization of change and the sustainability of employee participation without Frankel's direct involvement (Rosabeth M. Kanter, 2012). The unclear integration of new approaches into the organizational culture raises questions about the long-term impact. Furthermore, the toll on Frankel's personal life, with physical separation from his family, adds a significant dimension. Sustaining high energy and enthusiasm amid such challenges may become increasingly difficult. Ultimately, Frankel's decision hinges on personal priorities and the belief in his ability to drive continued progress. If he perceives potential for further impact and the ability to institutionalize change, he may opt to stay. Conversely, if he feels he has maximized his contributions and the change is self-sustaining, reuniting with his family could become a compelling reason to leave.

CASE STUDY EXAM 6 The decision rests on Frankel's assessment of the balance between professional achievements and personal well-being.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

CASE STUDY EXAM 7 Reference list Rosabeth M. Kanter - Faculty & Research - Harvard Business School. (n.d.). https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6486 Cameron, E., & Green, M. (2015). Making Sense of Change Management A Complete Guide to the Models, Tools and Techniques of Organizational Change (4th ed.). London Kogan Page Publishers. - References - Scientific Research Publishing. (n.d.). https://www.scirp.org/%28S %28lz5mqp453edsnp55rrgjct55%29%29/reference/referencespapers.aspx? referenceid=2872608 Nohria, N. (2015, July 13). Cracking the Code of Change. Harvard Business Review. https://hbr.org/2000/05/cracking-the-code-of-change Kotter, J.P. (1996) Leading Change. Harvard Business School Press, Boston. - References - Scientific Research Publishing. (n.d.). https://www.scirp.org/ (S(351jmbntvnsjt1aadkposzje))/reference/ReferencesPapers.aspx?ReferenceID=1686937

Related Documents

CF71 Juarez Luis Javier Act 2 Microeconomia.docx

Performance Strategy and Coaching Report Template (2).docx

BSBWHS521.docx

Corporate-II Assignment Guidelines (1).docx

PPMP20010- Assessment 2.docx

L07 Check Your Understanding 1: [23FA] CAS 100A, Sec 02: Eff Speech (WC, Bedell).pdf

Learning Journal 1 – BUS 3303 - UoPeople.docx

Local Business Showcase.docx

JAY PssaM DIS.docx

INT 311 1-2 Assignment- Benefits of Global Expansion.docx

Group_B_The Kroger Co_Part_4.docx

Conference.pptx

Recommended textbooks for you

Foundations of Business - Standalone book (MindTa...

Marketing

ISBN:9781285193946

Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor

Publisher:Cengage Learning

Management, Loose-Leaf Version

Management

ISBN:9781305969308

Author:Richard L. Daft

Publisher:South-Western College Pub

MARKETING 2018

Marketing

ISBN:9780357033753

Author:Pride

Publisher:CENGAGE L

Principles of Management

Management

ISBN:9780998625768

Author:OpenStax

Publisher:OpenStax College

Foundations of Business (MindTap Course List)

Marketing

ISBN:9781337386920

Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor

Publisher:Cengage Learning

Marketing

ISBN:9780357033791

Author:Pride, William M

Publisher:South Western Educational Publishing

SEE MORE TEXTBOOKS

Recommended textbooks for you

Foundations of Business - Standalone book (MindTa...
Marketing
ISBN:9781285193946
Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher:Cengage Learning
Management, Loose-Leaf Version
Management
ISBN:9781305969308
Author:Richard L. Daft
Publisher:South-Western College Pub
MARKETING 2018
Marketing
ISBN:9780357033753
Author:Pride
Publisher:CENGAGE L
Principles of Management
Management
ISBN:9780998625768
Author:OpenStax
Publisher:OpenStax College
Foundations of Business (MindTap Course List)
Marketing
ISBN:9781337386920
Author:William M. Pride, Robert J. Hughes, Jack R. Kapoor
Publisher:Cengage Learning
Marketing
Marketing
ISBN:9780357033791
Author:Pride, William M
Publisher:South Western Educational Publishing