*****For Essays Guru Only*****
YellowLabHarley
irku_1.docxIRKU
Reply to:
In their company profile, GDD proclaims to encourage a collaborative type culture, whereby employees are treated like family and, their employees are empowered. Oddly, the profile does not suggest that employees share information, ideas, or even interact widely within the division, and certainly not across divisions. Despite GDD’s attempts to be proactive in thinking and acting strategically, their company is still configured in their original four-division model, headed by the original owners of the company. (Global delivery direct, n.d.).
Considering the profile and before changes can be considered to GDD’s culture, the owners need to re-evaluate their understanding of the culture and determine if it aligns with the rest of the company. Also, decide if the current culture meets their expectations of long-term sustainability in today’s market. Things to evaluate are: last time GDD evaluated its culture; is the stated premise sufficient for being successful in the 21st century; does the culture encourage innovative thinking; does everyone across the company have a unified understanding of what GDD’s culture is; are employees as empowered as GDD owners think they are; do employees know and understand the strategic goals. If the owner’s strategic expectations are not aligned with an existing culture or structure, they should consider that overall performance could be affected (Lefifi, 2015).
Based on the profile and assuming that the evaluation results reveal that employees do not feel as empowered as the stated culture suggests, then a strategy to affect change needs to be developed. It is stated that GDD wishes to encourage innovation across the company as a means to remain competitive. That said, GDD needs to provide the structure that encourages and empowers the interaction to spur innovation. One idea to consider would be to establish an informal and fun information exchange portal, whereby peer groups could share ideas, alert to technological advances being used in their region, or perhaps discuss customer interaction trends by competitors. If successful, additional opportunities for employee interaction can be considered. If successful, employees can feel more strongly connected to a fully collaborative culture. In time, GDD culture could evolve to encourage innovative thinking (Global delivery direct, n.d.; Silverman, 2015).
BESH
Reply to:
A leader’s job is to create the direction for the company to move forward. The leader does this in steps. Here are the steps of the process: First, the leader designs the vision and mission for the company and second, the leader must establish an organizational structure which promotes the vision, mission and empowers the employees to keep the forward movement in the organization.
In creating the structure various factors must be considered. First and foremost is the purpose of the company or organization. What type of structure will best accomplish that goal? Certainly, a company like GDD needs a somewhat rigid structure that is set up to focus on procedure and time sensitivity. Since GDD has as its goal to get the correct parcels to the right customers in the fastest way possible, variance in procedures or ways of accomplishing the tasks would never work. A tightly delineated structure is imperative.
Along with the purpose, the leader must look at the vision of the organization. Where does the leader want the organization to go? How best can the structure provide for the future? Will the vision call for expansion into other countries or simply call for product development changes? Do you plan a structure that can easily grow in size without harming its integrity or one whose focus is in the best way to make new products? Vision must be built into the organizational structure.
The people who make up the organization their jobs and their decision-making authority should be considered. The authority must flow and make the organization respond favorable to the decisions and changes that are needed to move the organization forward toward the vision while making sure that stability continues to keep tasks on track. This is tricky because the leader’s job here is not to tell the manager what procedures to use or make but rather to set up a structure and authority to make it possible for them to make those procedures etc.
The structure must be people-centric it must focus on how the people will best work together to get their jobs done and still focus on the vision and the necessary change that is inevitable to keep the business alive in the 21stcentury. Change be the operant word.
Budget considerations now and in the future. Finally, external environment factors like sustainability and knowledge management may want to be considered in developing the structure. These factors are something that would have to be evaluated on a case by case basis.
Establish a culture that will make the structure you have created for GDD flow and work towards the vision. Remember in creating a culture where the business is already functioning you want to make sure to start with an OCIA assessment. This will show you how and what needs to be addressed in the structure and the environment of the organization to move toward the values, culture, and environment that is best for GDD or the company.
