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Requirement
You are expected to provide a minimum of two to three paragraphs for each of the three critical elements, which include: current management planning, employee’s perception and organizational culture, and communication.
I. Current Management Planning:
Introduction of the company history. My chosen company for the research work is Eastman Kodax
Assess how the current management planning practices interfere with or prohibit the organization’s ability to optimally function. You could consider using the fundamental principles of management in your explanation.
II. Employees Perceptions and Organizational Culture:
Describe how the employees’ perception and organizational culture have been impacted by management’s performance. You could consider the connections between management and its impact on culture.
III. Communication:
Describe how the employees’ perception and organizational culture have been impacted by management’s performance. You could consider the connections between management and its impact on culture.
IV. Management Plan Recommendations:
Management Plan Recommendations: For this section of the summative assessment, you will make recommendations for the management improvement plan.
a. Describe how implementing the fundamental principles of management will help to improve the management process within your company.
You could consider the factors that interfere with or prohibit effective management.
b. Identify how aspects of the fundamental principles of management will be implemented and communicated to all personnel within the company. You could consider thinking about this from a training standpoint.
c. Describe how the application of the fundamental principles of management will lead to increased employee performance. You could consider what needs to improve the most to help increase employee performance.
d. Explain how applying ethical principles to the fundamental principles of management would be sustained and monitored by the company. You could consider using the rational decision-making model to show how this process can help with ensuring long-term success.
V. Conclusion
For this section of the summative assessment, you will provide a summary of your recommended changes to the management improvement plan using examples revolving around the fundamental principles of management.
a. Summarize how these management changes, based on the fundamental principles of management, will help to ensure organizational success. Be sure to provide examples of how these changes will have the most direct impact.
VI. References: Number of expected sources is four (4).
You can Choose from any the approve companies below aside my choice.
Solution
Profile Struggling Order Details
I. Profile: Current Management Planning:
Eastman Kodak focuses on imaging products and is famous for being associated with photography. The company has its historic roots in photograph and was one of the most dominant players in the photographic film industry during most of the 20th century so much so as the tagline of the company the ‘Kodak moment’ was a part of the common lexicon signifying a personal moment which had to be captured for posterity.
The company Kodak is a classic example of strategic failure in management planning of a market leader falling prey to the syndrome of marketing myopia. The company started out by selling inexpensive cameras and then making margins out of selling camera films founded in 1888. By 1976, Kodak accounted for more than 85% of camera and 90% of film sales in America and was one of the leading brands by 1996. The company suffered a setback as it faced bankruptcy by not being able to keep up with the technological advances of the digital age. (Jim Riley, 2015) The company filed for bankruptcy in January 2012 and emerged back from this bankruptcy after 20 long months in September 2013. Most of the shifts in the state of the company can be attributed to the management planning and the resulting organisational culture. The failure of the company was a result of the complacent top management buried in hierarchy which failed to recognise the employee talent and the company has since come back with the current organisation focussing on growth. (Kotter International, 2012)
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II. Profile: Employees Perceptions and Organizational Culture:
Much of the downfall of Eastman Kodak was attributed to the complacency of the organisational culture among others. This attitude of the management of being a complacent leader led to the ignorance of many issues which were seen and has proposed solutions by the employees, but were not put to action as they were buried in hierarchy and ignored by peers and bosses. (Jim Riley, 2015) The company went through many rounds of layoffs to cut costs and this led to a negative perception with respect to the management and its planning among the employees. The employees who had joined the company right out of college were now either jobless on in fear of losing their jobs. This changed the employee perception towards the company which they once considered formidable. This was a result of the delay of the company in realising the changing market, the management was complacent as a leader and it was blinded by this success and failed to notice the emergence of the digital technologies. When the company did embrace this change, they did it only half heartedly. This eventually resulted in increased pressure on the teams working on digital products.
The management had obsolete assumptions about their business and the target audience and hence they failed to realise the change in the needs of the market. The organizational culture and management greatly influenced the make and break of this company.
III. Profile: Communication:
One of the major reasons for the failure of any organisation can be attributed to the communication gaps that may exist between its top management and the ground level workers. The management decisions are only as effective as their communication to the employees who would actually implement them. Kodak was built on the ideology of innovation but the company failed to maintain its position due to the failed communication among the hierarchies. The employee pool of the company was talented and had the ability to be a great business. However, the top management and the deaf ear it turned to the employees resulted in the downfall of the company. (HCA, 2015)
The turnaround of Kodak had a major contribution by the changes in the communication and attitude of the top management in implement the same. Some major steps were the development of many different forms of communication including face to face communication and written communication as well. The management especially focussed on enhancing these forms of communication to implement the new culture. (Md Rezaul Karim, 2012)
IV. Management Plan Recommendations:
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Management Process: The recommendations for the company include to not be a target of the myopic view of the changing environment and focus on what the company actually stands for which is the emotion rather than the product as in case of the photography cameras. This will help overcome the delayed realisation of changes and be better equipped to face challenging disruptions through better processes.
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Implemented and communicated: The communication process in the company should be revisited to enable both top-down and more importantly bottom-up communication more effectively. This can be implemented by holding timely meetings of the higher management with the ground level employees and ensuring use of various forms of communication like written, verbal etc.
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Increased Employee Performance: Evaluation of the current training programs is a crucial measure to identify its effectiveness. Effective training programs will increase the employee performance levels as they will be better equipped with the skills needed for the job. Apart from this the increased activities for employee motivation and a clear communication from the management regarding the important decisions and their rationale to employees can help create n sense of responsibility in employees eventually leading to increased employee performance.
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Sustained and Monitored: A rational decision making approach can help in sustainable performance for the company. The main areas of concern for Kodak are the top management decision failures and the communication gap in the company. The company must focus on improves human resources management practices and restructure the top management who is not myopic and is able to keep up with the changing market.
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Place Your OrderV. Conclusion: Organizational Culture:
The most important changes are in the HR practices, management decision making and the communication management. These are the most important contributors to the downfall of the company and must be dealt with. Improved HR practice will have a direct impact on employee motivation and eventually lead to increased loyalty. The improved communication and management decision making are crucial to the sustainable success of the organization.
VI. References:
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HCA (2015), “HR lessons from Kodak’s turnaround”, Retrieved from: http://www.hcamag.com/hr-news/hr-lessons-from-kodaks-turnaround-197391.aspx
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Jim Riley (2015), “Organisational Culture: When the Culture Needs to Change”, Retrieved from: http://www.tutor2u.net/business/blog/organisational-culture-when-the-culture-needs-to-change
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Kotter International (2012), “Barriers to Change: The Real Reason Behind the Kodak Downfall”, Retrieved from: http://www.forbes.com/sites/johnkotter/2012/05/02/barriers-to-change-the-real-reason-behind-the-kodak-downfall/#6885bddf3698
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Md Rezaul Karim (2012), “Kodak Changes its culture and its performance”, Retrieved from: http://business.wikinut.com/Kodak-Changes-its-culture-and-its-performance/gzdfsvud/
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