Running Head: Executive Summary aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa
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10-2 Executive Summary
MBA 580
SNHU
Executive Summary aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa
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In the highly dynamic and competitive business environment, there is a need for the
luxury automobile business to bring about a change that can facilitate better innovation. A
number of recommendations have been made for organizational change relating to processes,
structure, and culture of innovation. One of the fundamental recommendations revolves
around integrating innovation into the company’s values and culture. In order to do so, the
leaders will have to play a proactive role and create a flexible work setting where employees
can get the opportunity to work creatively. Apart from focusing on leadership, there is the
opportunity to encourage individual accountability in the organization so that employees will
be motivated to contribute towards innovation by taking risks and exploring new ideas
(Drobyazko et al., 2019).
For supporting innovation, the role of organizational structure will be of paramount
importance. The current tall matrixed structure design must be replaced with a flat structure
where the level of hierarchies will be few. Such a change is a necessity in the automobile
business, and it can minimize the complexity relating to coordination and communication. A
flatter structure will minimize the complexity level and streamline communication and thus
enabling employees to share innovative and new ideas with one another. Similarly, the
current centralized and standardized processes must be replaced with the decentralized
approach so that it can improve the level of flexibility in the work setting (Drobyazko et al.,
2019). At present, decisions in the organization are taken at the enterprise-wide level, which
increases rigidity in the processes. The replacement of the current approach can help to
make flexible choices in an efficient manner and support innovative ideas.
A reflection has been presented on the potential roadblocks that may arise so that
the automobile company can be more innovative. One of the major barriers that can arise
Executive Summary aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa
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relates to the resistance by the organizational personnel to adapt to the change. The issue
relating to resistance could arise due to several reasons such as ineffective and poor
communication, the high level of uncertainty or failure, and lack of trust in the management
and/or supervisors. The resistance due to such reasons could have an adverse impact on the
ability of the organization to introduce change by making the optimum use of IoT
technology. There is a need to address the resistance so that the company and the employees
could work comprehensively to move towards the path of change and integrate improved
controlled capabilities in its automobiles (Drobyazko et al., 2019).
For overcoming resistance that has the potential to hamper the change process,
several measures can be adopted. One of the fundamental methods is communicating with
the employees about the urgency and need for change. It will ensure that they are also in the
loop while adopting the change management process. For minimizing the degree of
uncertainty in the change process, the leaders must play a proactive role to share their vision
with the employees. The shared vision can provide direction to the employees and minimize
uncertainty. Similarly, the management and/or supervisors must act in a transparent way and
support the entire change management process by taking into account the needs of
employees.
Executive Summary aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa aa
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References
Drobyazko, S., Potyshniak, O., Radionova, N., Paranytsia, S., & Nehoda, Y. (2019). Security
of organizational changes via operational integration: ensuring methodology. Journal of
Security and Sustainability Issues.
