SkyWest, Inc. and the Regional Airline Industry A Critical Analysis

Macroenvironment Factors Extant literature demonstrates that macroenvironment factors basically imply the major external and uncontrollable factors that either positively or negatively influence an entity’s decision-making processes, performance and strategic orientation (De Toni Tonchia, 2003).Advertising We will write a custom case study sample on SkyWest, Inc. and the Regional Airline Industry: A Critical Analysis specifically for you for only $16.05 $11/page Learn More In the case study, some of the general economic macroeconomic conditions that continue to affect regional carriers such as SkyWest Airlines and Atlantic Southeast Airlines include economic recessions, misaligned partnerships with national carriers leading to delayed flights and unaccounted baggage, high and unstable fuel costs, acrimonious relationships with labor unions, weather-related flight cancellations, heightened competitive pressures from low cost carriers, and regulati on issues (Thompson et al., 2011). From the case scenario, it can be demonstrated that the U.S. regional airline industry is a subset of the national airline industry as it acts to satisfy the needs and demands of national carriers through partnership agreements. The U.S. regional airline industry forms a critical component of the global airline industry in that it provides domestic and international air transportation of passengers and/or cargo over regular routes on pre-determined schedules (Thompson et al., 2011). These relationships imply that the U.S. regional airline industry is affected, either positively or negatively, by turbulences occurring in the national and global airline industries. Five Forces Analysis Competition within the U.S. regional airline industry is at all-time high if analyzed using the lens of Porter’s Five Forces Model, in large part due to the threat of substitute products (cheaper routes established by competing regional carriers), threat of esta blished rivals (many regional carriers competing for the same resources), and the threat of new entrants (new regional carriers either merging or partnering with national carriers on vital routes to sustain competitiveness). The Porter Five Forces Model has two other vertically integrated elements that can be used to demonstrate intense competition prevalent in the regional airline industry. The first of these elements – bargaining power of suppliers – is demonstrated as high by the way regional carriers are forced to partner with national carriers and act as their subsidiaries to be able to penetrate the market. Additionally, the switching costs from one regional carrier to another are low, and the market is dominated by a fragmented source of regional brands (e.g., Continental, Delta, Midwest, etc.) and operating partners (e.g., SkyWest, Express Jet, Atlantic Southeast Airlines, etc.).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The other element of the model – the bargaining power of customers – is high due to the concentration of customers within the routes, large number of small airline operators, customer price-sensitivity, and simplicity demonstrated by customers in switching to another carrier (Pehrsson, 2011). Change Factors Change is inevitable if organizations are to successfully deal with issues within their internal and external environments in their attempt to maintain competitiveness (Gil-Padilla Espino-Rodriquez, 2008). In the case, change is being fuelled by the felt need to demonstrate quality service to win customer confidence, need to provide efficient services devoid of baggage mishandling and flight cancellations, and financial troubles experienced by established national carriers (Thompson et al., 2011). Change is about survival (Gil-Padilla Espino-Rodriquez, 2008), hence individual airline carriers, includ ing SkyWest Airlines, have been pressured to alter existing structures, policies and practices if they are to prosper in a volatile, uncertain and increasingly complex environment. Individually and collectively, the changes witnessed in the regional airline industry have necessitated regional carriers to spend huge amounts of resources with the view to develop quality customer service, maintain strong safety image, maximize on-time arrivals to enhance customer satisfaction, and acquire new aircraft to reinforce safety standards (Thompson et al., 2011). Success Factors From the case study, it is clear that there are a number of factors that determines success for companies in the regional airline industry. Most of these factors arise from the macroenvironment and include the capacity to guarantee customer safety, capacity to provide customer-sensitive services, capacity to create fruitful cooperation and partnership with national carriers, capacity to satisfy employees to avoid troub le with labor unions, and capacity to have faster, more efficient commuter jets (Thompson et al., 2011). Other factors include strong management principles, capacity to provide service promotions and in-flight services, non-stop flying, strong financial management principles, efficient management of costs, and efficient route system. Strategy for SkyWest, Inc Moving on to SkyWest’s strategy, it is clear that the fierce competition witnessed within the industry has led the corporation to consider enhancing their competitive advantage by identifying new strategies to help improve performance (Pehrsson, 2011). From the case, it can be concluded that SkyWest Inc. is keen to expand its current geographic presence by pursuing more partnerships with national carriers to achieve the status of airline and employer of choice.Advertising We will write a custom case study sample on SkyWest, Inc. and the Regional Airline Industry: A Critical Analysis specifically for you fo r only $16.05 $11/page Learn More Consequently, it can be argued that SkyWest, Inc. is attempting to achieve the competitive advantage of focused and continued growth and expansion in its regular passenger transport and scheduled charter businesses so as to maximize efficiency (Thompson et al., 2011). Resources Capabilities Extant literature demonstrates that an organization’s business model and strategy must be intrinsically tied to its collection of competitively important resources and capabilities (Thompson et al., 2011), and that any attempt by management to develop and deliver customer value in a way that relies on resources or capabilities that cannot be readily acquired is a recipe for failure (Pehrsson, 2011). Flowing from this argument, it can be argued that SkyWest Inc.’s competitive resources and capabilities include non-unionizable employees in its SkyWest Airlines domain, reliable conventional airline service with high safety standards, st ability of earnings as witnessed in its financial statements, and a growing market as more business travelers now prefer to use low-cost carriers. In contrast, its resource weaknesses and competitive deficiencies include fierce competition from low-cost carriers, sensitivity of airline industry to the state of the economy, increasing price of fuel, increased government regulations, labor union interference in Atlantic Southeast Airlines, and overreliance on outsourced routes from major national carriers. Financial Analysis The corporation’s financial statements, particularly its consolidated balance sheets and statements of income, demonstrate a resilient company that has been able to post profits where others are making losses. The figures demonstrate that the company has not only been able to use its assets and operating capital to generate sustainable earnings over time but has continuously paid back its short-term liabilities using its short-term assets and another portfo lio. This orientation implies that the corporation is on the verge of breaking through in terms of performance and competitiveness. Recommendations Lastly, in recommendations, SkyWest, Inc. should add new partnerships with national carriers while expanding existing ones to include new routes to increase customer base and profitability, expand its flight operations outside the United States, work on its customer satisfaction and security initiatives, adopt employee satisfaction initiatives to avoid union upheavals, and seek approval with relevant agencies to initialize more scope clauses.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More References De Toni, A., Tonchia, S. (2003). Strategic planning and firm’s competencies: Traditional approaches and new perspectives. International Journal of Operations Production Management, 23Â  (9), 947-976. Gil-Padilla, A. M., Espino-Rodriguez, T. F. (2008). Strategic value and resources and capabilities of the information systems area and their impact on organizational performance in the hotel sector. Tourism Review, 63Â  (3), 21-47. Pehrsson, A. (2011). Product/customer scope: Competition antecedents, performance effects and market context moderations. European Business Review, 23(5), 418-433. Thompson, A., Peteraf, M., Gamble, J., Strickland, A. J. (2011). Crafting and executing strategy: The quest for competitive advantage: Concept and cases (18th ed.). New York, NY: McGraw-Hill/Irwin. This case study on SkyWest, Inc. and the Regional Airline Industry: A Critical Analysis was written and submitted by user Karlee O. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Principles of Management as Prescribed by the Mahabharata Essays

Principles of Management as Prescribed by the Mahabharata Essays Principles of Management as Prescribed by the Mahabharata Essay Principles of Management as Prescribed by the Mahabharata Essay Western management philosophy may have created prosperity – for some people for some time at least but it has failed in the aim of ensuring betterment of individual life and social welfare. It has remained by and large a soulless edifice and an oasis of plenty for a few in the midst of poor quality of life for many. It does not give a sense of fulfillment what an individual desires at the end. (Aids Foundation of Bill Gates may be an example. ) Mahabharat depicts a path of Dharma as the sole objective, be it individual or corporate, since the same ensures maximization of happiness of all groups. An unholy desire to achieve results by any means often becomes counterproductive in the long run for the corporation and the country as a whole. Hence, there is an urgent need to re-examine prevailing management disciplines their objectives, scope and content. Management should be redefined to underline the development of the worker as a person, as a human being, and not as a mere wage-earner. With this changed perspective, management can become an instrument in the process of social and indeed national development. Gita however talks about Nishkam karma which helps one to achieve results more effectively in the long run by pursuing a path of Dharma. The two main pillars of Gita are abhyas (practice) and tapasya (penance). Going by this the corporate sector should continue doing the right thing ceaselessly by adopting the right means with a single-minded objective in mind ( Abhyas) and should not get swayed under any temptations or distraction and bear the hardships in the short run( Tapasya). With these two principles results will automatically come which will bring satisfaction to all groups be it customers, shareholders, vendors, workers, etc. 2. The Management Principles: Now let us re-examine some of the modern management concepts in the light of the  Bhagavad Gita  which is a primer of management-by-values. Mahabharat is not plainly the story of a war or a source of wisdom for philosophers. It exposes the secrets of leadership and the path to success. Mahabharat can be considered equivalent to other management bibles. Whether it is man management, human/organisational behaviour, game theory, management by objectives, all aspects of modern management can be discovered in various characters and episodes of the great epic. Bhishma, an honest manager caught in diametrically opposed clashes, who was forced to take wrong decisions by forces beyond his power. Yudhisthira is a flawless example of managerial acumen. Karna, a manager who fought his way up the ladder but could not keep up with the pressure and tensions and met a tragic end. Abhimanyu, the son of Arjuna, a daredevil leader without a business-plan of escape. He fought his way into the chakravyuha, but failed to come out and was brutally cornered and killed by Drona and others. Draupadi is the typical model of a woman powerhouse who kept others motivated till the goal is achieved. And Lord Krishna is the ideal example of a leader-manager who kept his eye on the target till the desired outcome was achieved. i) Honor Thy Competitor The Mahabharata tells us that one should never humiliate his competitors. Competitors should be treated with dignity. The great Kurikshetra War itself could be avoided if the pride of Duryodhan had not been hurt. When Duryodhan came to the palace at Indraprastha of the Pandavas he was mesmerized by its beauty. He mistook the crystalline edifices to be water bodies and vice versa and every time he made such a mistake the Pandavas and Draupadi made no efforts to hide their amusement which hurt Duryodhan’s pride beyond repair which laid the seeds of war in his mind. ii) Business consideration above personal consideration Dhritarashtra was the patriarch of the Kauravas. He was extremely partial towards his eldest son Duryodhan. He was blind not only literally but also figuratively. He was blind to his son’s faults. He took all decisions in Duryodhan’s favour irrespective of whether it was morally right or wrong be it the decision of sending the Pandavas to 14 years in exile or planning to murder the brothers and their mother at Vanavrata. This led to disastrous consequences. A person who is the head of an organization must take his decisions with an eye to the general good overriding personal considerations. His extending favours to his close subordinates must not be at the cost of the corporate health. He must keep his eyes and ears open and be aware of the limitations and shortcomings of his chosen successors or heirs. iii) Adaptability The Pandav brothers were not only great Kshatriyas skilled in weaponry and the art of warfare but also well versed in other humbler skills such as cooking, tending the cows and horses, dancing, etc. It was their versatility and adaptability that enabled them to complete their exile in the forest for 12 years and also the 13th year in disguise in King Virat’s court without any glitches. Had these princes born into the royal household, used to the royal comforts of their princely heritage not been so adaptable and adjusting they would have found it difficult to bear the rigors of a forest life and the humiliating positions of attendants in the royal court. Similarly, a good manager should be conversant with all aspects of the organization he works for from the shopfloor to the boardroom. He should be ready to exchange his suit for the gloves. iv) Making wise choices An important lesson of management science is to choose wisely and utilize scarce resources optimally. During the curtain raiser before the Mahabharata War, Duryodhana chose Sri Krishnas large army for his help while Arjuna selected Sri Krishnas wisdom for his support. This episode gives us a clue as to the nature of the effective manager the former chose numbers, the latter, wisdom. v) Attitudes towards work Three stone-cutters were engaged in erecting a temple. An HRD Consultant asked them what they were doing. The response of the three workers to this innocent-looking question is illuminating. I am a poor man. I have to maintain my family. I am making a living here, said the first stone-cutter with a dejected face. Well, I work because I want to show that I am the best stone-cutter in the country, said the second one with a sense of pride. Oh, I want to build the most beautiful temple in the country, said the third one with a visionary gleam. Their jobs were identical but their perspectives were different. What the  Gita  tells us is to develop the visionary perspective in the work we do. It tells us to develop a sense of larger vision in our work for the common good. vi)Dedication towards work A popular verse of the  Gita  advises â€Å"detachment† from the fruits or results of actions performed in the course of ones duty. Being dedicated work has to mean â€Å"working for the sake of work, generating excellence for its own sake. † If we are always calculating the date of promotion or the rate of commission before putting in our efforts, then such work is not detached. Working only with an eye to the anticipated benefits, means that the quality of performance of the current job or duty suffers It is not â€Å"generating excellence for its own sake† but working only for the extrinsic reward that may (or may not) result. Some people might argue that not seeking the business result of work and actions makes one unaccountable. In fact, the  Bhagavad Gita  is full of advice on the theory of cause and effect, making the doer responsible for the consequences of his deeds. While advising detachment from the avarice of selfish gains in discharging ones accepted duty, the  Gita  does not absolve anybody of the consequences arising from discharge of his or her responsibilities. Thus the best means of effective performance management is the work itself. Attaining this state of mind (called â€Å"nishkama karma†) is the right attitude to work because it prevents the ego, the mind, from dissipation of attention through speculation on future gains or losses. ii)Self- actualization- The Ultimate Goal Today’s management principles say that satisfying lower order needs such as food, shelter and clothing ensures that an employee puts in his maximum effort and it keeps the employee motivated. However, that is not the case. It is a common experience that the dissatisfaction of the clerk and of the Dir ector is identical only their scales and composition vary. On the contrary, a lowly paid schoolteacher, or a self-employed artisan, may well demonstrate higher levels of self-actualization despite poorer satisfaction of their lower-order needs. This situation is explained by the theory of self-transcendence propounded in the  Gita. Self-transcendence involves renouncing egoism, putting others before oneself, emphasizing team work, dignity, co-operation, harmony and trust – and, indeed potentially sacrificing lower needs for higher goals, the opposite of Maslow. â€Å"Work must be done with detachment. † It is the ego that spoils work and the ego is the centerpiece of most theories of motivation. We need not merely a theory of motivation but a theory of inspiration. viii) Work culture An effective work culture is about vigorous and arduous efforts in pursuit of given or chosen tasks. Sri Krishna elaborates on two types of work culture – â€Å"daivi sampat† or divine work culture which includes fearlessness, purity, self-control and â€Å"asuri sampat† or demonic work culture which includes egoism, delusions, improper performance and work not oriented towards service. Mere work ethic is not enough. The hardened criminal exhibits an excellent work ethic. What is needed is a work ethic conditioned by ethics in work. It is in this light that the counsel, â€Å"yogah karmasu kausalam† should be understood. Kausalam† means skill or technique of work which is an indispensable component of a work ethic. â€Å"Yogah† is defined in the  Gita  itself as â€Å"samatvam yogah uchyate† meaning an unchanging equipoise of mind (detachment. ) Tilak tells us that acting with an equable mind is Yoga. The  Gita  further explains the theory of â€Å"detachment† from the extrinsic rewards of work in saying: If the result of sincere effort is a success, the entire credit should not be appropriated by the doer alone. If the result of sincere effort is a failure, then too the entire blame does not accrue to the doer. The former attitude mollifies arrogance and conceit while the latter prevents excessive despondency, de-motivation and self-pity. Thus both these dispositions safeguard the doer against psychological vulnerability, the cause of the modem managers companions of diabetes, high blood pressure and ulcers. Assimilation of the ideas of the  Gita  leads us to the wider spectrum of â€Å"lokasamgraha† (general welfare) but there is also another dimension to the work ethic if the â€Å"karmayoga† (service) is blended with â€Å"bhaktiyoga† (devotion), then the work itself becomes worship, a â€Å"sevayoga (service for its own sake. (This may sound a peculiarly religious idea but it has a wider application. It could be taken to mean doing something because it is worthwhile, to serve others, to make the world a better place ) ix)Manager must show superior judgement In the book, the  Mahabharata, we come across a king by the name of Yayati who, in order to revel in t he endless enjoyment of flesh exchanged his old age with the youth of his obliging youngest son for a thousand years. However, he found the pursuit of sensual enjoyments ultimately unsatisfying and came back to his son pleading him to take back his youth. This â€Å"yayati syndrome† shows the conflict between externally directed acquisitions (extrinsic motivation) and inner value and conscience (intrinsic motivation. ) In today’s world also a manager must not be swayed by external vagaries. He must have a sound mental health which is the very goal of any human activity more so management. Sound mental health is that state of mind which can maintain a calm, positive poise, or regain it when unsettled, in the midst of all the external vagaries of work life and social existence. Internal constancy and peace are the pre-requisites for a healthy tress-free mind. x) Manager must follow the ‘actions speak louder than words’ policy â€Å"Whatever the excellent and best ones do, the commoners follow,† says Sri Krishna in the  Gita. The visionary leader must be a missionary, extremely practical, intensively dynamic and capable of translating dreams into reality. This dynamism and strength of a true leader flows from an inspired and spontaneous motivation to help others. 3. conclusion Sri Krishnas advice with regard to temporary failures is, â€Å"No doer of good ever ends in misery. Every action should produce results. Good action produces good results and evil begets nothing but evil. Therefore, always act well and be rewarded. All clouds will vanish. Light will fill the heart and mind. I assure him of this. This is the message of Holy  Gita. This discussion doesnot suggest discarding of the Western model of efficiency, dynamism and striving for excellence but to tune these ideals to Indias holistic attitude of â€Å"lokasangraha† for the welfare of many, for the good of many. This is indeed a moral dimension to business life. What we do in business is no different, in this regard, to what we do in our personal lives. The means do not justify the ends. Pursuit of results for their own sake, is ultimately self-defeating. (â€Å"Profit,† said Matsushita-san in another tradition, â€Å"is the reward of correct behaviour. † – ed. ) REFERENCES 1. You Can Win- Shiv Khera 2. managementparadise. com 3. citehr. com XXXXXXXXXXXXXXXXXXXXXXXX

Tale tell heart (edga allenr poe) Research Paper

Tale tell heart (edga allenr poe) - Research Paper Example It is a graphic novel that relates how a man kills another man, and yet is convinced that he is not mad. The story opens when an unnamed narrator says that he is not insane, but nervous. He is of the view that the disease afflicting him has made his senses sharper. He talks about an old man who has never harmed him; yet the old man’s blue eye frightens him. The narrator observes the old man closely and one day, he murders him. He cuts the body into pieces and hides them under the floorboards. Soon, he starts hearing sounds coming from the floorboards. The sounds are that of a heart beating and the narrator thinks that it is the old man’s heart. When the police come, the narrator gets scared that they will hear the thumping of the heart. Caught in his vacillating emotions, the narrator panics and admits the crime (Jackson 176). After reading the story, it can be suggested that the hypersensitivity of the narrator was the reason for his downfall. This essay aims to reflec t upon this hypothesis and establishes the extent to which the dramatized and exaggerated emotions of the narrator culminate in him owning up to his crime. The essay provides three lines of argument and follows them up with a conclusion. The dramatized emotions of the narrator are an important indicator of his hypersensitivity. In the opening sentences of the story, the narrator claims to be nervous, not insane. Throughout the story, the narrator tries to justify the rationality of his actions by refuting that he is mad. He considers himself innocent even though he murdered a man, who has never harmed him. The narrator does not kill the man to gain any benefits. He is spurred into action by the blue eye old man. The narrator is indeed mad and the accrual and buildup of emotions of the period of time exceeds the tolerance threshold of the narrator, such that he is unable to hide his secret any longer. Bloomfield and Costa assert that the story is

Cognitive therapy Essay Example | Topics and Well Written Essays - 1250 words

Cognitive therapy - Essay Example For instance, a depressed client hearing "please stop talking in class" might think "everything I do is wrong; there is no point in even trying". The same client might hear "you've received top marks on your essay" and think "that was a fluke; I won't ever get a mark like that again", or he might hear "you've really improved over the last term" and think "I was really abysmal at the start of term". Any of these thoughts could lead to feelings of hopelessness or reduced self esteem, maintaining or worsening the individual's depression. Usually cognitive therapeutic work is informed by an awareness of the role of the client's behaviour as well (thus the term 'cognitive behavioural therapy', or CBT). The task of cognitive therapy or CBT is partly to understand how the three components of emotions, behaviours and thoughts interrelate, and how they may be influenced by external stimuli -- including events which may have occurred early in the client's life. (http://counsellingresource.com/types/cognitive-therapy) Therefore, in order for me (as a behavioural therapist) to help the child, I should, first of all, know what experience/s or specific event has caused the child to develop this reaction to mealtimes and eating. It would take a lot of effort on the therapist's side, but it is still the client's prerogative to share his/her reason. In some cases, the client is not comfortable talking about their phobia, so it will also be helpful to have someone (especially an immediate relative) with them during the initial interview or interrogation. It is important to know whether the client is comfortable with the whole process of the therapy, since he/she will play a major part in order for the therapy to be successful. Besides, it is the client's behaviour that really matters; all we can do as therapists is to help them overcome the anxiety, depression, indifference, etc. or sometimes, help them to distinguish whether their beliefs are in tune with reality. In addition, still according from Dr. Mulhauser, clients who are comfortable with introspection, who readily adopt the scientific method for exploring their own psychology, and who place credence in the basic theoretical approach of cognitive therapy, may find this approach a good match. Clients who are less comfortable with any of these, or whose distress is of a more general interpersonal nature -- such that it cannot easily be framed in terms of interplay between thoughts, emotions and behaviours within a given environment -- may be less well served by cognitive therapy. Cognitive and cognitive-behavioural therapies have often proved especially helpful to clients suffering from depression, anxiety, panic and obsessive-compulsive disorder. CBT works by addressing the way the client thinks and behaves in response to similar situations and by developing more flexible ways to think and respond, including reducing the avoidance of activities. If, as a result, the client escapes the negative thought patterns and dysfunctio nal behaviors, the feelings of depression may, over time, be relieved. The client may then become more active, succeed and respond more adaptively more often, and further reduce or cope with his negative feelings. It is also important to establish the "we-will-work-on-this" relationship between the therapist and the child. Assuring the client that this therapy is not a one-way thing and that

Using the literature about IMC Essay Example | Topics and Well Written Essays - 1250 words

Using the literature about IMC - Essay Example The report has been prepared for demonstrating various approaches towards the use of IMC tools by the marketers of low involvement and high involvement products. Its aim was to evaluate the difference in strategy generation through IMC tools by the marketers. It has been found out from the report discussion that the consumers’ perception of any product is the ultimate initiator for choosing the IMC tools. The marketers of low involvement products are less interested in using the IMC tools due to the inability of the strategy pertaining to influencing the customers while on the other hand, the marketers of high involvement products are very conscious of selecting the best IMC tools because these strategies have been proved to be effective in influencing the customers of high involvement products over a long period of time.The most important aspect of both product as well as service marketing is to create effective communication with customers. The organizations which can effect ively and efficiently communicate with their respective purposes to the customers, becomes ultimately successful in achieving the organisation’s objectives. Marketers make the most use of marketing communication tools for most effectively reaching their targeted customers. In the present times, Integrated Marketing Communication (IMC) approach has developed and the marketer presumes it to be the most effective among all other individual means of marketing communication.... trategy for Relationship Building The concept of Integrated Marketing Communication has gained its importance as an effective means of communication in the recent times due to its effective credibility of creating long term relationship with customers. According to the literature presented by Perkins and Algren (2008), marketers who have the objective of enhancing relationship with their supporters are more probable of achieving success through the use of IMC tools than those who have lesser concern for relationship building. The prospect of relationship building strategy is enhanced through successful communication of organizational aims and objectives to the customers. Communication of the aims and objectives is aimed towards creation of greater value perception of the organization among the customers. Since the strength of relationship determines an organization’s age, marketers, in the modern world are all focused on building up long term relationship with their stakeholde rs. This literature has been included in this report because this will provide a basis for further analysing the marketer’s point of view regarding marketing of low involvement and high involvement products. It can, however, be cited that relationship building is the primary objective of using IMC tools by the marketers (Perkins & Algren, 2008). IMC Tools Used by Marketers of Low-Involvement Products Kitchen and Pelsmacker (2004) in their book â€Å"Integrated Marketing Communication: a Primer† have written about the fact that it does not matter as to what an advertisement provide to the people but it matters as to how the people perceive the advertisement. People are interested in spending their valuable time watching advertisements of those products only which they perceive to hold an

Resistance To Change Management

Resistance To Change Management From individual level to highest organizational level change is seen everywhere for their reformation and development. To cope up with globalization and for survival of the organisation a lot of companies are enforced to make their changes. But it is not always an easy task and some people are not willing to accept the change agenda because of inertia and the fare of losing their job (Edmonds, 2011). A different number of factors affect the change process and for the resistance many change program have failed (Waddell and Sohal, 1998). So for the achievement of successful change, resistance should be considered and managed accordingly (Pardo-del-val Martinez Fuentes, 2003). The main objective of this paper is to analyse the organisational change management and specially different ways to address and minimize the resistance to manage successful change by reviewing different related literature. In first part define In this essay there are five sections, i.e. introduction, literature review, resistance to change, how to manage successful change and finally conclusion. What is Change? Before going to start review of different change models, it is important to describe the definitions and concept about organisational change to make a clear idea about it.Organisational change is the transformation of structure, quality and position by introducing latest ideas and dealings for the better performance and global adjustment of the organisation (Sckalk et. al., 1998, cited by Pardo-del-val et al., 2012). Organisational change basically in two types, where first one is evolutionary or incremental or first order change and anotherone is strategic or transformational or revolutionary or second order change (Pardo-del-val Martinez Fuentes, 2003). The first category of change is a small scale change which improve the quality within the same framework on the other hand, second category of change is a radical one, organizational structure and basic framework are completely change here (Blumenthal and Haspeslag, 1994). The main objectiveof radical change is to improve the potent ials of the organisation for competing the market (Ruiz and Lorenzo, 1999). However organisational change also classified as planned change and emergent change(Bamford and Forrester, 2003).The planned approach organisational change highlights the different status which an organisation will have to shift from an unacceptable position to recognized desired position (Eldrod II and Tippett, 2002). The emergentchange suggests that it is an unpredictable and undesirable continuous method of adjustment to changing environments (Burnes, 2004). But uncertainty of circumstances create emergent approach more significant (Bamford and Forrester, 2003). So, an organization should identify the requirements of change and how to deal with that changes (Burnes, 2004). Although for the existence and effective competition successful management of change is highly required (Luecke, 2003). Why Change Basically change is requiredfor the global economic crisis, technological advancement, market competition and development of the organization (Brisson-Bank, 2010). Edmonds (2011) argued that some factors influence the organization for changing their strategy and forms. The factors are governmental change, joining with another one, global economic challenges, different formation, Strategy for leaving business, technological advancement and business strategy. Dawson, (1994) also described that, a single instrument or entire design of manufacturing process may be restored in the technological change process. When the structure or formation of an organization change it involves the employee structure, reward system and organisational communication system. Governmental or legislative change includes different policies, environmental control, employment opportunity etc. These factors are generally inter-reliant. For instance technological change may need skilled employee, competition among local engineering workforce etc. So, change is intended to different points but it cannot satisfy all. In reality it cannot be managed completely. He also added that if people are not clearly informed about change before implementation they make a resistance against the change process. Paton and McCalman, (2000) argues that naturally a favorable environment is created and accepted by an organization. When change is required, whatever it may be, the organization will face the resistance by its employee, stakeholder, customer, dealer, and distributor, because they feel comfortable with the present environment and frightened with uncertainty regarding change. He also added that the resistance can be reduced but this uncertainty cannot be eradicated completely. Resistance to change: Now it is important to give an idea about the barrier which hinders the change process at its different stages is resistance. So, resistance is defined asan opposing trend which affects the change agenda by delaying start, blocking implementation and raising theprice(Ansof, 1990, cited byPardo-del-val Martinez Fuentes, 2003).In addition resistance always wants to maintain status quo. It has a tendency to keep away from change as inertia (Rumelt, 1995). Resistance is indicated as the main cause of problem of implementation and failure of change agenda (Erwin and Garman, 2010). Dawson (2003) recognizes some factors which create resistance i.e.changing of job nature, transfer of job or economic insecurity, psychological pressure, lowering status and disturbance in societal arrangement. Graetz et al. (2002) has identified four main perceptions of resistance to change which are (cited by Hughes, 2006); the psychological model the system model the institutional approach, and theorganisational cultures approach. The psychological model indicates the resistance which is created by individuals behavior. The system model recommends that people do not resist change but they resist what they are losing.Resistance is establishedinorganisational formation, administrative procedure, and allocation of assets at the institutional approach. As the consequence of organisational culture resistance can be described in this approach(Hughes, 2006). Hambrick and Cannella (1989) have classified the resistance as three types which are as blind resistance, political resistance and ideological resistance. The persons of blind resistance type are considered to befrightened in any kind of changes. The considerations of political resistance type persons are to lose something valuable after the implementation of change. More over the persons of ideological resistance type consider thattheir establishedvalues may be tarnished if change is implemented (Hughes, 2006). Greetz et al. (2002) classified the resistance as active and passive where active resistance is occur at the time of aggressive change and passive resistance is occur at the period of indirect change. Continuum On the other hand Pardo-del-val Martinez Fuentes,( 2003) added that resistace is not always a negative notion when change is not very favorable.InadditionMabin et al., (2001) also argued that for the improvement of the quality of decision for transformation resistance can be make a positive role. Some factors createthe resistance at different stages of change process. Resistance creates difficulties at the stage of strategy formulation and at the stage of implementation. More over the sources of resistance are divided in five groups where first three groups act as the sources of resistance at the formulation stage and last two groups act as the sources of resistance at the implementation stage (Rumelt, 1995; cited by Pardo-del-val Martinez Fuentes, 2003). Wrong perception: At the initial stage it is important toassess the needs for change, so incorrectassessment is the first barrier of change. It is also known as the barrier of interpretation.It contains another factors short-term mind set and do not have the clear idea about future strategy, Information rejection tendency, continuationof thoughts or trend to continue thoughts at the changingsituation, implied assumptions, barrier of communication, and organisational silence. Lower motivation: When change is done for a product manufacturing but it can create some problems for another. Different interest groups are involved in the change process. So sacrifice and motivation is needed. Shortage of innovative response: Reactive mentality and lack of commitment of highest authority are the main factors of this stage. Cultural and political gap: Politics of different sections, specific discrepancy among different groups, different values and environment for implementation are the main factors of this group. Another sources: Different sources are acted in the last group i.e. ineffective leadership, unplanned routines, problem of group action, shortage of required capabilities and distrust. How to manage resistance to successful change: Bamford and Forrester (2003) argues that management literature did not make any consensus about a suitable approach forsuccessfully managing organisational change. Some disagreements are always prevailing in this field. So change managers are confused to take decision for choosing the appropriate approach. They did not find any effective and reliable approach for applying in change management. If uncertainty is created by resistance not by change then resistance to change will be the major concern to manage not change itself (Carnall, 2003). Dowson (2003) has suggested that by participation, communication, support, negotiation, influence and force complexities of resistance can beovercome. He also argued that organizational development model supports the participatory approaches. In the reality it is better to employee involvement in the change process rather imposed by the management (Hughes, 2006). Resistance is created in major changes but negative effects of resistance can be red uced by open discussion andopenly discussed resistance is easily manageable than the resistance of unexpressed (Conner, 1998). It is necessary to be practical for managing resistance the nature and context of the resistance should be analyzed by the change managers (Hughes, 2006). The participatory approach is widely analyzed for its effectiveness and mostly discussed in business area as an important issue to smooth the progress of organisational change (Pardo-del-val et al., 2012). Generally, at present participatory management is playing an important part for reducing the resistance (Waddell and Sohal, 1998). Participatory approach is well received for its better creativeness and decision make (Lawler, 1993). Now it is important to know about the participative management and its impact on reducing resistance to organisational change. Participative management is a style where employees are involved in every step of the change process from decision making to implementation (Cole et al., 1993; cited byPardo-del-val et al., 2012). It is known as a traditionalconception in management literatureabout eighty years (Lawler, 1993). Managers share the decisions with the employees through information technology, training, management culture and leadership (Pardo-del-Val and Lloyd, 2003).The participative approach is generally recognized as the best method for managing resistance to organisational change which acts on two steps, firstly by decreasing resistance and then by increasing efficiency (Pardo-del-val et al., 2012).The success of changeprogramme depends on the proper identification of major sources of resistance. The change process start from its first step taking decision staff involvement is required from this stage. There is a connection between participation and commitment, and resistance is reduced by that commi tment. So the literatures opine that it is the best way to defeat resistance by the participationof all people (Pardo-del-val et al., 2012).When people feel that they are involved in the change process as well as decision making process a commitment is grown inside them by participating in the programme. Then the resistance created by the employees can be reduced by sharing the responsibilities within managers and staffs (Zeffane, 1996). Time consumption is the only shortcomingof this approach otherwisefor growing commitment and feeling it is very convenient process to manage resistance for a successful change (Lenz and Lyles, 1986). Communication is another process to implement change programme by reducing resistance (Hughes, 2006). It is impossible to make changes of an organization without effective communication with staffs (Barrett, 2002). Where communication is essential it depends on the nature, urgency, promptness and reactions of change (Quirke. 1995). The change management is generally a top down procedure, so management should provide information to the employee for clarify the necessity of transformation (Hayes, 2002). Balogun and Hope Hailey (2004) argued some reasons for communication in organizational change; Employees do not like to receive information from rumor; they always desire to know the information of change from their higher authority. Employees can realize and adjust if communicate with them earlier. Employees like to hear authentic information. Employees want to know about changes and do not like hidden policy. Finally Hughes, (2006) argued that the strategic communication is necessary for a strategic change. So, by proper communication resistance can be reduced to manage successful change. Moreover, middle managers can play an important role for both reduce the resistance and implement the change.Bamford and Forrester (2003) argue that senior managers are mainly involved with policy formulation and control but middle managers are directly involved with customer, workers and suppliers. So, operating managers have the multi-dimensional experience. They can predict the consequences of transformation. For these reasons necessary measures and adaptation policies can be taken. Middle managers can displayand filter the proposal of change initiatives and suggest to authority. Then senior managers can take decision by analyzing the proposals of middle managers. The planned change can be executedby managers with their understanding and experiences but emergent changes related to development cannot be executed solely, it needs multifunctional approaches (Wilson, 1992). Additionally Edmonds (2011) argued that team work and training have the role to implement change by decreasing resistance. He asserts that team sets task, scheduling and aim to achieve goal and develops interpersonal relations which is important for change initiatives. Edmonds also emphasized that some special skills are essentialfor manage different types of changes. Training is the basic way to attainthose skills. Finally Taylor (1999) added that training can support to understand the implementation procedure of change and clear the ambiguity. Recommendations for Further Research: Drawing the attention on change agenda, there may be basic requirement of an appropriate outline for the management of organisational change. Due to shortage of experimental study on change management in organisations, it is recommended that more research into the character of change management will be directed. The primary stage may be to complete investigative studies to enhance the understanding themanagement oforganisational change.The significant success factors can be identified by these studies for the change management. Moreover, it is very much essential to determine success rate for creating a suitable structure of change management. Therefore, determinationtechniques should be intended (Todnem By, 2005). Conclusion: Change is a continuous process for organisational development and adjusting with modern world. So, managing change is an important issue for an organization and successfully management of it is highly required (Todnem By, 2005). In the process of management of change resistance is a factor which is to be considered. So success of change depends on the success of managing resistance. Where, resistance wants to keep the organization in its current position by delaying the process. There are different factors acting as resistance which are organizational values, interests of the employees, communication gap, stillness of organization, and lack of capabilities of management and employees. So, management should consider these factors to reduce resistance for successful change (Pardo-del-val Martinez Fuentes, 2003). To reduce the resistance to change there is no universal way but some probable approaches are suggested in different management literature. Executives should give proper concentration for their needs. Moreover Pardo-del-val et al., (2012) suggested that participative management can be the one of the best way to reduce resistance. He also added that participative approach canproperlyaddressthe mentioned sources of resistance as a result output of the change process can be improved.He showed a positive relation between employee participation and resistance. Any complicacy related to change process can be resolved by the participation of staffs (Waddell and Sohal, 1998). Furthermore the barriers of change programme can be removed by open discussion (Beer and Eisenstat, 1996). Finally Pardo-del-val Martinez Fuentes, 2003 suggested that change managers can take an important role to implement successful organizational change. Managers have to know the effect of change on organisational culture and take probable measures to develop before start. This measure will be helpful to develop the relation between staffs and managers. He also emphasized that training can lessen the resistance by reducingthe barriers of communication and develop the essential skills for the change. Reference:Claire V. Brisson-Banks, (2010),Managing change and transitions: a comparison of different models and their commonalities, Library Management, Vol. 31 Iss: 4 pp. 241 252 John Edmonds, (2011),Managing successful change, Industrial and Commercial Training, Vol. 43 Iss: 6 pp. 349 353 Paton, R.A. and McCalman, J. (2000), Change Management: A guide to effective implementation, Sage, London.

Graduation Speech -- Graduation Speech, Commencement Address

The time has finally come. Fellow seniors, we are now on our own. It's time to take down our parking permits and clean out our binders one last time. Tonight is our graduation - a time to celebrate an end to a journey. Tonight is our commencement - the beginning of a new course. We've said goodbye to our teachers, signed yearbooks, paid our fines; now we celebrate 13 years of progress and friendship and we look forward to achieving our goals as we embark on a new odyssey. We've seen our last dance. We've yet to experience our first college lecture. We've heard our last announcements, now we eagerly look forward to making headlines. We've played in our last football game (in the Tacoma Dome), and now we are ready to start this game of life. Of all the institutions that structure American life, none are viewed with the combination of alarm and affection that high schools are. We invest them with tremendous and, perhaps, contradictory hopes: that they will nurture individual achievement as well as social development; that they will be havens from an often heartless world as well as preparation to enter it; that they will be sites of hard work as well as personal pleasure. We have finally gained our independence, and with that comes the opportunity to do anything we choose and head in any direction we wish. But with our newfound freedom comes anxiety and fear, sadness and reflection. Though our individual experiences at Sulzer are as unique as ourselves, we've all gained the fundamentals necessary to influence those around us. We shouldn't be afraid of what lies ahead because at 18, we can create our own destiny. We should look forward to the opportunities we how have as graduates. Though the world may seem unsettling, u... ... seen our last Mr. KHS and Gong Show, danced at our senior Prom, and acted in our last spring musical, but we have so much more to do. Though we are all reluctant to say goodbye to the friends we've made, we must look forward to the opportunities of the future. We have acquired traits during our tenure at Sulzer that will undoubtedly be useful in our future endeavors. We've been made great mathematicians, accomplished scientists, renowned writers, and famed actors. As first class students, we must seize the day, leave our footprints behind, and always reflect on our time and experiences shared at Sulzer. For those of you who still feel unprepared for the future, Dr. Seuss can reassure you. You have brains in your head; you have feet in your shoes; you can steer yourself any direction you choose. Thank you, congratulations, and happy father's day.