Business Reflect Paper

1.Kurt Lewin’s Model of Managing Change

Unfreezing phase:

Determine what needs to change

Ensure there is strong support from management

Ensure everybody affected by the change understands the need for change

Listen to, understand and manage doubts and concerns

Change phase:

Get workers and managers to change their behaviors and work practices

Involve people in the process

Communicate often

Dispel rumors

Empower action

Refreezing Phase:

Support and reinforce new changes so that they stick

Anchor the changes into the culture

Develop ways to sustain the change

Provide support and training

Celebrate successes

2. Job Characteristics Model

Job Rotation:

Periodically moving workers from one specialized job to another

Job Enlargement:

Increasing the number of tasks that a worker performs within one particular job

Job Enrichment:

Increasing the number of higher-level / managerial tasks in a particular job and giving workers the authority to make meaningful decisions about their work.

3.Recruitment:

Process of developing a pool of qualified job applicants

External recruitment

(job boards --e.g. Monster.com, online newspaper ads, corporate websites,

employee referral programs, etc.)

Internal recruitment

(job listing on intranet, etc.)

Recruitment notes:

Writing a job posting correctly is important (emphasize KSAs=“Knowledge-Skills-Abilities” based on job analysis)

Advertise as widely as possible to prevent exclusion of particular groups (note re- Affirmative Action)

Selection of candidates should be based on KSAs: how well they fit with the job description/specification

4.How organizations go international

Global sourcing: Purchasing materials or labor from around the world where it is cheapest. E.g. Massachusetts General Hospital. Minimal investment and risk.

Exporting organizations’ existing products to other countries:

making domestically and selling abroad. Importing: acquiring products made abroad and selling them domestically. BOTH usually entails low investment and risk; thus small businesses use these a lot.

Licensing or franchising:

similar approaches involving organization giving another organization the right to use its brand name, technology, product specifications in return for a lump-sum payment or fee (usually based on sales). E.g. Schlotzky’s, Dunkin Donuts

Licensing:

the domestic company produces products using your specifications/processes

Franchising: opening/managing your franchise store

Strategic alliance:

the partnership between an organization and a foreign company. Partners share resources and knowledge in developing new products, building production facilities. E.g. Honda and GE team up to produce a new jet engine. BMW-Toyota collaborates to create Supra.

Joint venture:

Most common. Two existing companies collaborate to form a third, independent company. E.g. HP formed various joint ventures with suppliers around the globe to develop different computer components.

Wholly owned affiliates = Foreign subsidiary: Direct investment in a foreign country by setting up a foreign subsidiary as a separate and independent office or facility. It can be managed either locally or globally (headquarters). E.g. Samsung Electronics, New Jersey is the U.S. subsidiary.

Global new ventures:

New companies that are founded with an active global strategy. That is: Have sales, employees, and financing in different countries. E.g. Uber, Airbnb