Q2: For implementing change successfully, managers will use many ways for mobilizing power, exerting baffle over others and getting people to support planned change. In case, Kodak only flock take organizational change at high level circumspection, but the mid level neer understood what happened. And Kodak use centralized power to force accord with change directives. This is top-down procession to change. For example, in response to the bust difference and to compete with Fuji on a follow level, Kodak had a massive restructuring effort. The companionship fired between 25,000 and 30,000 employees unsectarian who are inefficient to reduce the cost for its transition from witness to digital market. But this had resulted in Kodak employees having poor morale, feeling dangerous and dissatisfied with their leaders, which would greatly affect their job performance. They maybe go against the change and do not cooperate with the commission, which maybe resulting in the fa ilure in the organizational change. In order for the bon ton to open up digital market, it should have an innovative employer. For this issue, Kodak`s improvement was to examine the competencies of its 800 group leaders, measuring them on their management abilities and leaders.

This approach helped Kodak solve many problems, for example, many workers were put in managerial roles, but they did not have abilities to motivate and guide on others. Though measurement, those leaders who do not have abilities would be demoted, and company promote those reliable group leaders. Another approach brought about at Kodak w as the introduction of the Leadership Assess! ment and data Centre. Employees did not need to be recommended by their managers, they could sign up directly as they think that they may have leadership talent could sign up and undergo training. This approach posterior help Kodak timely find talents who can help company and employees work more positively for their advancements, which directly influence their job...If you lack to get a full essay, order it on our website:
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