C. The TOWS matrix is an extensive of the SWOT analysis, whereby the opportunities and threats of the firm are matched up against its strengths and weaknesses (Weihrich, no date)
For Siemens another strength is its profits. Although profit projections for the upcoming year are generally soft, the company has remained profitable even during the downturn, when rivals such as General Electric and Philips NV have struggled (Schafer, 2009)
For Siemens another strength is its profits. Although profit projections for the upcoming year are generally soft, the company has remained profitable even during the downturn, when rivals such as General Electric and Philips NV have struggled (Schafer, 2009)
For a firm founded over 150 years ago to have so little equity is a symptom of operational weakness, but the leverage itself limits the firm's financial flexibility. The company has in recent years demonstrated ethical lapses, including a bribery scandal that rocked the firm's executive suite (Taub, 2007)
Additionally, it takes longer for areas of weakness to be identified and dealt with. One recent example of this is with the enterprise product unit, which struggled for years before Siemens finally sold it (Gohring, 2006)
While Siemens was able to fend off losses as a result of the downturn, in contrast to their main rivals, they are now faced with revenue reductions. Moreover, the company believes that it will be impacted by the downturn well into 2010 (Kennedy, 2009)
Online channels promise efficiency, being available on a 24/7 basis and also having a lower cost per transaction, yet they don't offer the same benefits as in-store, 800 numbers, or catalogs. Yet the online channel is by far the most scalable across multiple nations quickly and also can preserve the freshness of the chocolate (Vreeland, 2009)
Lewin theorized, based on his observations, that change was most effectively brought about in organization through a three-step process. The process he identified and outlined is often confused with the "plan, implement, review" mechanistic approach to implementing program or organizational change, but Lewin's model for change management is far more rooted in psychology than in any purely mechanistic approach to business (Cameron & Green 2004)
There is, quite simply, a need to overcome the natural "freezing" tendency that exists for most individuals and organizations, and it is through the explicit and direct attention of managerial practices and principles towards the development and implementation of desired changes that this can be accomplished (Felkins, Chakiris, & Chakiris 2001). Lewin analyzed and discussed this far more extensively in developing his change management model, of course, but his understanding of the change management process is remarkably straightforward and simplistic -- overly simplistic, according to some (Carter 2008)
Throughout all phases of the change management process, careful control and ongoing observation and adjustment -- in other words, management -- is necessary to maintain the proper course of action to implement the desired changes. This becomes more difficult as the desired changes become more fundamental and complex, two terms that definitely apply to an organization's seeking to increase its level of social responsibility (Commissaris, Schoenmaker, Beune & Elkhout 2006)
In order to be effective and truly implemented, change has to be managed, with the desired modifications in practices, behaviors, and attitudes being specifically and explicitly developed and communicated to the individuals that make up the organization. There is, quite simply, a need to overcome the natural "freezing" tendency that exists for most individuals and organizations, and it is through the explicit and direct attention of managerial practices and principles towards the development and implementation of desired changes that this can be accomplished (Felkins, Chakiris, & Chakiris 2001)
Lewin saw change and the organizational resistance to it as primarily a human difficulty, and his method for addressing this difficulty is equally humanistic. The first step in implementing meaningful and lasting change is "unfreezing," which consists of making the individuals affected by the change able to see the reasons that the suggested change is needed, motivating them to the potential of the change (Griffin 2008)
As noted above, the first phase in the model -- "unfreezing" -- consists of convincing individuals within the organization of the necessity for the desired change(s) (Griffin 2008). Often, this consists of calling individuals' attention to the changes in external circumstances that warrant and/or necessitate internal organizational changes in response (Lee, Pena-Mora & Park 2005)
Lewin's Model of Change Management In the 1950s, psychologist Kurt Lewin examined the problem of organizational change, noting that it was far more difficult than might be expected and observing a strong resistance in most individuals to any changes in the work process, especially after comfort in a position and/or within an organization had set in (Blokdijk 2008). What Lewin suggested, in essence, was that people had a natural tendency to "freeze," causing fundamental organizational behaviors and attitudes to also "freeze" due to the desired perpetuation for the status quo of the individuals that comprise any given organization (Nilakant & Ramnarayan 2006)
What Lewin suggested, in essence, was that people had a natural tendency to "freeze," causing fundamental organizational behaviors and attitudes to also "freeze" due to the desired perpetuation for the status quo of the individuals that comprise any given organization (Nilakant & Ramnarayan 2006). Obviously, this makes most organizations very resistant to change, and this resistance can become stronger as the number of individuals within the organization grows (Zou & Lee 2009)
When managers reconcile the organization's interest with the personal interests of the employees, there is bound to be more productivity and better performance. How the size and strategy of a company affect its organizational structure A companies' organization structure identifies the levels of hierarchy in the organization, and the systems that have been put in place - which ensure there is effective task allocation, supervision, and coordination, and also identifies the formal reporting relationships (Daft, 2013)
To inspire and earn trust and loyalty from the community, the customers, and colleagues. Corporate strategies provide the means through which the entire organization can be able to achieve its mission and objectives (Dransfield, 2001)
The process that can help Tesco formulate its corporate strategy for the year 2015 Tesco needs to use the strategic planning process to define its objectives, assess the external and internal environment, put in place efficient strategies, ensure they are implemented, and evaluate the progress. The process is as follows (Hill and Jones, 2008): 1) Defining the objectives Since the company's vision and mission remain constant, it is the objectives that need to be changed
On the other hand, management is the function that is tasked with the responsibility of coordinating the efforts of all the managers and employees in the organization, with the aim of accomplishing the set objectives and goals. Some of the management's activities include planning, leading, organizing, motivating, staffing, coordinating, controlling, and delegating duties to managers and employees accordingly (Montana and Charnov, 2008)
Their "batteries should be recharged" once they are demotivated again - with another raise. "Installing a generator" seems to be the best option here since they will have the capacity to recharge the batteries on their own (ACCA, 2013)