Sunday, December 2, 2007
MBA 765 ASSIGNMENT 4-4 LEARNING JOURNAL
How may the implementation of action steps differ in the closure stage from the prior stages?
The implementation of action steps differ in the closure stage from prior stages because the leader must consider all stakeholders during this time of uncertainty. Whereas, in other stages the focus may be only on the stockholders or employees guiding the leader to reach desired goals for specific business related issues. During the closure stage, the leader must carefully consider all areas may be affected by any decision. In the early stages, a company can be quite bit smaller, fewer partners, or even a single location. The implementation of moving operations out of a different location would become a lot more involved than a single location. Property and assets become complicated legal issues with more people involved and considered. Hiring specialist to assist with the closure plan can ensure a more positive outcome.
What types of personal and professional risks do leaders run into while attempting to complete the closure process?
Personal risks the leaders run into while attempting to complete the closure process would be lack of motivation from the employees, failure to complete orders, finding jobs for displaced workers. Tax and legal issues related to the closing can be cumbersome especially if the business is closing completely. These issues may become quite involved when it comes to a merger since so many important issues will be addresses as far was employee placement, severance packages, and retirement. A clear plan of the merger must be written out so both parties understand any liabilities for a smooth transition.
What type of closure implementation activity would you find to be the most personally difficult? Why?
Closure implementation of each employee’s future would the most difficult activity. If the company has been in business for a long period of time many of the employees may have dedicated much of their life to the business. I would have to ask myself to consider the impact of my decisions on each one of their lives. It would challenge me to find a way to communicate the end strategy to them so they will stay motivated. Failing to relate the exit strategy at the best possible time could result in problems for the close of business. Not only would emotional issues need to be addressed, business issues would ultimately dictate how and when the news would be related to the employees. There would be no easy way to tell them they are out of a job other than assuring the workers that you are doing everything in your power to help them deal with the change would be the only way to avoid their mistrust in management or the company.
In what ways might the closure stage actually not be final?
The closure stage may not be final when the company has effectively entered into a business venture with larger company with resources to avoid actually closing the business. When just part of a company or a unit is being closed down it may actually prevent the business closure from being final. Considering a new strategy may mean embarking on an acquisition to keep the business alive. This may happen when a company stops manufacturing a certain item and returns to focus of its core business. Or in the case of a merger, the business operations may continue with the help of the acquiring company who may be in a more financial situation or have resources to continue the core business of the company being acquired
.
Should particular kinds of stakeholders be given priority in obtaining the remaining organizational assets? Why?
Investors either public or private should be the first to be considered. Ultimately they have invested into the business and should be the last to lose. It almost seems unfair to say that when employees may have given a lifetime to the business and then walk away with a small severance pay. Ethical considerations must come into play at the end, supplier relationships must be considered since the integrity of the business owners may be jeopardized for future business they may wish to enter into. Any avoidance of financial or legal obligations could result in negative feelings or even legal ramifications.
The implementation of action steps differ in the closure stage from prior stages because the leader must consider all stakeholders during this time of uncertainty. Whereas, in other stages the focus may be only on the stockholders or employees guiding the leader to reach desired goals for specific business related issues. During the closure stage, the leader must carefully consider all areas may be affected by any decision. In the early stages, a company can be quite bit smaller, fewer partners, or even a single location. The implementation of moving operations out of a different location would become a lot more involved than a single location. Property and assets become complicated legal issues with more people involved and considered. Hiring specialist to assist with the closure plan can ensure a more positive outcome.
What types of personal and professional risks do leaders run into while attempting to complete the closure process?
Personal risks the leaders run into while attempting to complete the closure process would be lack of motivation from the employees, failure to complete orders, finding jobs for displaced workers. Tax and legal issues related to the closing can be cumbersome especially if the business is closing completely. These issues may become quite involved when it comes to a merger since so many important issues will be addresses as far was employee placement, severance packages, and retirement. A clear plan of the merger must be written out so both parties understand any liabilities for a smooth transition.
What type of closure implementation activity would you find to be the most personally difficult? Why?
Closure implementation of each employee’s future would the most difficult activity. If the company has been in business for a long period of time many of the employees may have dedicated much of their life to the business. I would have to ask myself to consider the impact of my decisions on each one of their lives. It would challenge me to find a way to communicate the end strategy to them so they will stay motivated. Failing to relate the exit strategy at the best possible time could result in problems for the close of business. Not only would emotional issues need to be addressed, business issues would ultimately dictate how and when the news would be related to the employees. There would be no easy way to tell them they are out of a job other than assuring the workers that you are doing everything in your power to help them deal with the change would be the only way to avoid their mistrust in management or the company.
In what ways might the closure stage actually not be final?
The closure stage may not be final when the company has effectively entered into a business venture with larger company with resources to avoid actually closing the business. When just part of a company or a unit is being closed down it may actually prevent the business closure from being final. Considering a new strategy may mean embarking on an acquisition to keep the business alive. This may happen when a company stops manufacturing a certain item and returns to focus of its core business. Or in the case of a merger, the business operations may continue with the help of the acquiring company who may be in a more financial situation or have resources to continue the core business of the company being acquired
.
Should particular kinds of stakeholders be given priority in obtaining the remaining organizational assets? Why?
Investors either public or private should be the first to be considered. Ultimately they have invested into the business and should be the last to lose. It almost seems unfair to say that when employees may have given a lifetime to the business and then walk away with a small severance pay. Ethical considerations must come into play at the end, supplier relationships must be considered since the integrity of the business owners may be jeopardized for future business they may wish to enter into. Any avoidance of financial or legal obligations could result in negative feelings or even legal ramifications.
Sunday, November 25, 2007
MBA 765 Module 3 Assignment 3-3
When choosing the best option for organizational closure, what categories of selection criteria seem particularly important to employ?
Categories that appear to be particularly would be the information contained in the balance sheet, profit and lose statements, and information about the executive team. The margins report would be a good source for product information, marketing and sales, and accounting information as it relates to the cost of manufactured goods. All this along with company performance information should provide an accurate assessment of the company’ s current situation and provides the critical data when making a decision.
Where would you look for possible organizational closure strategies?
I would look at using decision tools to evaluate the available data to look for possible closure strategies during what is usually the most uncertain of conditions. The findings from this data integrated with holistic thinking and the smart question approach would help me to find solutions to the most difficult problems.
What are the dangers involved with identifying and selecting among closure options?
One of the dangers involved with identifying options would be the pressure of time. Usually during this stage of uncertainty pressure from time constraints can add to the difficulty of finding the most beneficial solutions. Ideally, sufficient time would give the decision maker an opportunity to look for solutions that meet more conditions of the closure stage. Failure to consider legal and moral consideration may also debilitate recommendations for a successful closure.
What emotions are likely to surface during the process of identifying and choosing among options? How would you deal with them?
There may be many emotions that need to be addressed during closure. Feelings of uncertainty and mistrust may surface during closure. Making the right choices that address as many stakeholders’ demands and uncertainty would reduce the emotional effect on the company’s people. It is clear throughout all stages of the lifecycle that communications is key. However, the timing and how the information is delivered would be critical. In my own mind, I would continue to encourage and motivate the employees by keeping them informed with as much information without jeopardizing the company’s normal business practices and functions. As a manager, I would have to do whatever is best for the company while trying to consider the employees, even if it means withholding information until the very end to meet company goals.
Categories that appear to be particularly would be the information contained in the balance sheet, profit and lose statements, and information about the executive team. The margins report would be a good source for product information, marketing and sales, and accounting information as it relates to the cost of manufactured goods. All this along with company performance information should provide an accurate assessment of the company’ s current situation and provides the critical data when making a decision.
Where would you look for possible organizational closure strategies?
I would look at using decision tools to evaluate the available data to look for possible closure strategies during what is usually the most uncertain of conditions. The findings from this data integrated with holistic thinking and the smart question approach would help me to find solutions to the most difficult problems.
What are the dangers involved with identifying and selecting among closure options?
One of the dangers involved with identifying options would be the pressure of time. Usually during this stage of uncertainty pressure from time constraints can add to the difficulty of finding the most beneficial solutions. Ideally, sufficient time would give the decision maker an opportunity to look for solutions that meet more conditions of the closure stage. Failure to consider legal and moral consideration may also debilitate recommendations for a successful closure.
What emotions are likely to surface during the process of identifying and choosing among options? How would you deal with them?
There may be many emotions that need to be addressed during closure. Feelings of uncertainty and mistrust may surface during closure. Making the right choices that address as many stakeholders’ demands and uncertainty would reduce the emotional effect on the company’s people. It is clear throughout all stages of the lifecycle that communications is key. However, the timing and how the information is delivered would be critical. In my own mind, I would continue to encourage and motivate the employees by keeping them informed with as much information without jeopardizing the company’s normal business practices and functions. As a manager, I would have to do whatever is best for the company while trying to consider the employees, even if it means withholding information until the very end to meet company goals.
Sunday, November 18, 2007
MBA 765 Module 2-5 Decision Tools
What are some of the most critical decisions leaders must make during the closure stage of the organizational lifecycle?
Finding the right tools to carefully analyse just what those critical decisions are would be key for a leader. Critical decisions a leader must make during closure effects people's lives and fortunes in the business Careful identification of problems with little facts based with great uncertainty is the challenge as they make critical decisions regarding finance, legal, information, and employees during the closure stage of the business lifecycle.
Under what conditions do rational logical decision making methods appear to work best?
Rational logical decision making methods works best when there is higher degree of uncertainty. These methods break down the problem to leavage solutions against the problems with analysis of critical data. This process gives the leader the tools needed to identify areas of greater risk and uncertainty.
Under what circumstances do more intuitive approaches work best?
Intuitive approaches work best when there is a need for flexibility and a complete understanding of the business processes. This clear understanding gives the leader to understand all aspects and elements of the business to properly manage risks.
Which of the tools presented in the module has a particular appeal to you? Why?
I found the Six Facet Approach to be the most comprehensive tool to define problems. It helped identify and facts in the case with a better understanding of the consequences, problems, and results to uncover viable solutions. By considering every aspect of the case I was able to identify which areas were successful for the business.
How might you apply the tools presented during the module to a situation that you are now facing at work? At home?
Actually, I considered it as a tool to decide if I should finish the MBA Program. As I am looking toward possibly retiring in 6 years, I wonder if I really need to complete it. It seems crazy to stop at this point, with only the capstone to be completed following this course.
Finding the right tools to carefully analyse just what those critical decisions are would be key for a leader. Critical decisions a leader must make during closure effects people's lives and fortunes in the business Careful identification of problems with little facts based with great uncertainty is the challenge as they make critical decisions regarding finance, legal, information, and employees during the closure stage of the business lifecycle.
Under what conditions do rational logical decision making methods appear to work best?
Rational logical decision making methods works best when there is higher degree of uncertainty. These methods break down the problem to leavage solutions against the problems with analysis of critical data. This process gives the leader the tools needed to identify areas of greater risk and uncertainty.
Under what circumstances do more intuitive approaches work best?
Intuitive approaches work best when there is a need for flexibility and a complete understanding of the business processes. This clear understanding gives the leader to understand all aspects and elements of the business to properly manage risks.
Which of the tools presented in the module has a particular appeal to you? Why?
I found the Six Facet Approach to be the most comprehensive tool to define problems. It helped identify and facts in the case with a better understanding of the consequences, problems, and results to uncover viable solutions. By considering every aspect of the case I was able to identify which areas were successful for the business.
How might you apply the tools presented during the module to a situation that you are now facing at work? At home?
Actually, I considered it as a tool to decide if I should finish the MBA Program. As I am looking toward possibly retiring in 6 years, I wonder if I really need to complete it. It seems crazy to stop at this point, with only the capstone to be completed following this course.
Saturday, November 10, 2007
MBA 765 Assignment 1-3
What appears to unique about the closure stage of the organizational lifecycle?
The closure stage is unique because the leader must decide how much to share with the employees and when that should happen. The leader is faced with the dilemma of how to relate these organizational changes to the employees while they manage the prevelant uncertainty of the unknown.
What closure stage issues appear to warrant particular attention from company leaders?
Legal, financial, and information must be scrutinized to determine what would be the best for the company and its stakeholders as they bring a close to the business.
What critical ethical issues need to be dealt with at this stage?
Ethical considerations that must be dealt with during the closure stage would be if to tell employees and how much to tell them of the impending changes. Should a leader decide to tell the employees they may thwart off efforts to meet the goals of the company
How might I creatively express what I have learned in the MBA program to an audience of my peers?
I would creatively express what I have learned in the MBA program by creating a presentation of the MBA program learnings through technology, interactive and software to facilitate a discussion of the business lifecycles. Or perhaps, I would select a panel of MBA business executives to answer questions of organizational leadership in forum called, “Ask a MBA”.
The closure stage is unique because the leader must decide how much to share with the employees and when that should happen. The leader is faced with the dilemma of how to relate these organizational changes to the employees while they manage the prevelant uncertainty of the unknown.
What closure stage issues appear to warrant particular attention from company leaders?
Legal, financial, and information must be scrutinized to determine what would be the best for the company and its stakeholders as they bring a close to the business.
What critical ethical issues need to be dealt with at this stage?
Ethical considerations that must be dealt with during the closure stage would be if to tell employees and how much to tell them of the impending changes. Should a leader decide to tell the employees they may thwart off efforts to meet the goals of the company
How might I creatively express what I have learned in the MBA program to an audience of my peers?
I would creatively express what I have learned in the MBA program by creating a presentation of the MBA program learnings through technology, interactive and software to facilitate a discussion of the business lifecycles. Or perhaps, I would select a panel of MBA business executives to answer questions of organizational leadership in forum called, “Ask a MBA”.
Friday, June 22, 2007
MBA 755 Lessons Learned Mike's Bike
What strategy did your team decide to adopt during the renewal stage of the simulation?
Our firm chose the broad differentiation strategy. We did extremely well with the intended outcomes, at least in the first two weeks of rollovers. We were able to maintain a strong lead by aligning ourselves with clear goals as we began linking them to our initiatives for the broad differentiation strategy. Our vision for the company’s renewals was the basis for the goals of the operations. Once we had clearly stated our goals were able to make decisions for peak performance.
How did the strategy work?
The broad differentiation strategy worked very well for renewal. Our strategic plan began to form as we delved into the feedback from the reports and adjusted our strategy accordingly. This increased our commitment to the change and reinforced our decisions to continue our strategy which in turn improved performance. As we created new bikes and expanded our line our profitability increased and adjusted prices to fit the market demand our profitability and shareholder value increased. The problems we faced in our last two rollovers were clearly management issues, when the leadership changed it had a serious impact on the final decisions that were made for the last two years. The leader's ability to sustain company performance is limited to their ability to effectively communicate and channel the goals to execute the strategy.
What concepts from the course did you see reflected in the game play?
One of the key concepts that support our play of the simulation was the appraisal of external and internal indicators. During this rapidly changing environment we were able to stay in line during this mature stage of business by monitoring the expected outcome of our competitors by performing a situational analysis as we reformulated our strategy based on the competitive results. The basis for our decisions were our financial reports that helped us to look at the driving and restraining forces, as we worked to increase shareholder value. We looked at trends and patterns to gain customer loyalty, determine high quality or low price and the introduction of new products from customer demand.
What could your team do differently if you were to play the simulation again?
The most important lesson learned when operating in a renewal environment is collaboration and communication is key. If we were to play again, we would make sure that any lead doing the inputs would have a clear understanding of the strategy and a full understanding of how the game operates. Substandard leadership creates serious risks to your stakeholder and the company itself.
Our firm chose the broad differentiation strategy. We did extremely well with the intended outcomes, at least in the first two weeks of rollovers. We were able to maintain a strong lead by aligning ourselves with clear goals as we began linking them to our initiatives for the broad differentiation strategy. Our vision for the company’s renewals was the basis for the goals of the operations. Once we had clearly stated our goals were able to make decisions for peak performance.
How did the strategy work?
The broad differentiation strategy worked very well for renewal. Our strategic plan began to form as we delved into the feedback from the reports and adjusted our strategy accordingly. This increased our commitment to the change and reinforced our decisions to continue our strategy which in turn improved performance. As we created new bikes and expanded our line our profitability increased and adjusted prices to fit the market demand our profitability and shareholder value increased. The problems we faced in our last two rollovers were clearly management issues, when the leadership changed it had a serious impact on the final decisions that were made for the last two years. The leader's ability to sustain company performance is limited to their ability to effectively communicate and channel the goals to execute the strategy.
What concepts from the course did you see reflected in the game play?
One of the key concepts that support our play of the simulation was the appraisal of external and internal indicators. During this rapidly changing environment we were able to stay in line during this mature stage of business by monitoring the expected outcome of our competitors by performing a situational analysis as we reformulated our strategy based on the competitive results. The basis for our decisions were our financial reports that helped us to look at the driving and restraining forces, as we worked to increase shareholder value. We looked at trends and patterns to gain customer loyalty, determine high quality or low price and the introduction of new products from customer demand.
What could your team do differently if you were to play the simulation again?
The most important lesson learned when operating in a renewal environment is collaboration and communication is key. If we were to play again, we would make sure that any lead doing the inputs would have a clear understanding of the strategy and a full understanding of how the game operates. Substandard leadership creates serious risks to your stakeholder and the company itself.
Thursday, June 21, 2007
MBA 755 – Reflections on Module 6 Concepts.
What is it that appears to make implementation of a renewal strategy so difficult?
Implementation for the renewal strategy may be difficult because of uknown factors and risks.
Which of the identified implementation pitfalls have you observed in your own experience with organizations?
The lack of the ability of people implementing the strategy is a pitfall. It has been my experience if the leader does not have the necessary bandwith to implement the strategy they are far less effective.
How did the pitfalls impact the overall outcome of the change implementation?
The pitfall of a change in leadership were detrimental to the success of our business. The change of leadership without the ability to sustain the business created a huge loss in shareholder value and our lead in the game.
What elements of the implementation process seem particularly relevant to your own experience?
Elements of the implementation process that seems relevant to my own experience is trends and patterns. This seems particularly important becuase it gives you an idea of the market to predict future profitablity and demand.
How does communication fit into implementation planning?
Communicaiton is key along with collaboration. As a leader if you must be able to communicate effectively to motivate and increase performance.
Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
I would say one key aspect of the change theory is the current situation. A situational analysis helps to identify indicators to tell us what is working or not longer working. This also allows you look at what is going in internally and which part of the operations may need renewal. If you have a full understanding of what the current situation it is you are better prepared to work on areas that need attention.
What could you do differently as a result of your learning in implementing a change in your own organization?
I would look closely at how I could expand the strenghts of the business. This of course would go hand in hand with looking at what opportunities that may arise from the current situtation of the business.
Implementation for the renewal strategy may be difficult because of uknown factors and risks.
Which of the identified implementation pitfalls have you observed in your own experience with organizations?
The lack of the ability of people implementing the strategy is a pitfall. It has been my experience if the leader does not have the necessary bandwith to implement the strategy they are far less effective.
How did the pitfalls impact the overall outcome of the change implementation?
The pitfall of a change in leadership were detrimental to the success of our business. The change of leadership without the ability to sustain the business created a huge loss in shareholder value and our lead in the game.
What elements of the implementation process seem particularly relevant to your own experience?
Elements of the implementation process that seems relevant to my own experience is trends and patterns. This seems particularly important becuase it gives you an idea of the market to predict future profitablity and demand.
How does communication fit into implementation planning?
Communicaiton is key along with collaboration. As a leader if you must be able to communicate effectively to motivate and increase performance.
Which aspects of change theory seem particularly useful during renewal implementation? Why do you think so?
I would say one key aspect of the change theory is the current situation. A situational analysis helps to identify indicators to tell us what is working or not longer working. This also allows you look at what is going in internally and which part of the operations may need renewal. If you have a full understanding of what the current situation it is you are better prepared to work on areas that need attention.
What could you do differently as a result of your learning in implementing a change in your own organization?
I would look closely at how I could expand the strenghts of the business. This of course would go hand in hand with looking at what opportunities that may arise from the current situtation of the business.
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