Management Preferences

This study compares CFBX Radio with Galanz Enterprise Group Co., Ltd. and Lenovo. It analyzes the environment, management preferences, organizational capabilities, and resources of the three organizations. The study highlights the importance of external environment, organizational capabilities, and management decisions for strategic planning.

Running head: Management Preferences
Management Preferences
Student Name
University Name
Unit Name
Unit Code
1

Management Preferences
Introduction
In this study, I will simply compare CFBX Radio with Galanz Enterprise Group Co., Ltd.
and Lenovo. I will also compare the three organizations' environment, management preferences,
organizational capabilities, and resources. CFBX (92.5 FM) is a Canadian non-profit radio
station running campus and community radio stations on Thompson River University campus in
Kamloops, North Carolina. The station was established in the 80's; Cariboo University College
has closed-circuit station of radio that is tough-wired by studio and has a restricted number of the
outlet. As a part of media program offered by school, when program was over, station was
dismantled, idea of restoring UCC radio in the student community after the referendum was
launched in the 90s, and now CSS was hired in February 1998 A full-time manager is
responsible for ensuring the location of the location of No. 8 and within the next two years,
through donations to find and purchase or receive the necessary equipment, and then perform
cleaning and installation on February 16, 2001 ("CFBX 92.5FM", 2018).
The reason for the huge growth in the microwave business was because Galanz lacked
these components. By end of a 2003, the magnetron plant had a yearly production ability of 16
million pieces, which accounted for 67% of the 25 million total production needs. Galanz find
itself having to outsource element of its magnetron productions to other OEMs because its clients
had already insisted that the Galanz utilize its personal brand magnetron in the microwave ovens
provided by Galanz.

Management Preferences
The article which I chose is about the Chinese multinational company called Lenovo
Group Limited and its recent challenges. Lenovo operates in 60 countries as well as sells its
brand or products in 160 nations. Lenovo's main facilities is located in Morrisville and Beijing,
with the research centers in Shanghai, Beijing, Shenzhen, Chengdu, Xiamen, Nanjing moreover
Wuhan in a China, Yamato in Kanagawa Prefecture, and Morrisville in United States. It is a
combined venture with EMC and is called as Lenovo EMC Sales Network Connected Storage
Solution. It has combined ventures with NEC and Lenovo NEC Holding to produce personal PC
for Japanese market.
Three manners my work on the applied project (CFBX radio) contributed to my
own understanding about Diamond-E Strategic Analysis method or technique
1. About Management Preference: The operation of CFBX is to provide
Kamloops with a campus and community radio station that everyone can enjoy. They strive to
build a stronger community so that anyone who walks through them can participate. As a non-
profit and regulated broadcaster, CFBX does not really focus on competitors and has a more laid-
back atmosphere when operating the organization. At present, all staff members, volunteers and
board members can agree that the search for funding for improved radio and television towers is
currently the top priority list.
2. About Resources: For CFBX's full-year operation, many resources including
marketing, operations, human resources, and finance are required. Marketing is a major factor in
achieving the popularity of the Kamloops brand. Currently, CFBX markets through its radio
stations, rival radio stations, leaflets and social media near the Thompson Rivers campus. When
viewing operations, it is important to run CFBX, such as employees, facilities and equipment.
Two full-time staff is required to run the station and numerous volunteers. CFBX was awarded a

Management Preferences
building on the TRU campus to operate from. Equipment such as broadcasting towers and all the
equipment accompanying it, such as music boards, microphones, and the music they play. CFBX
has two full-time employees who train and coach all of their volunteers by broadcasting
knowledge and actions and are not airborne or online. Financially, CFBX relied on Thompson
Rivers University to pay all operating costs through student tuition fees and the numerous
fundraisers they operate to upgrade operating equipment such as broadcast towers ("CFBX
92.5FM - Kamloops BC : Top 30 : Mar 27, 2018", 2018).
3. About External Environment: As an organization, CFBX can provide
community-specific programming and rely heavily on the interests of students and the
community. CFBX's seasoned employees are constantly recruiting and training new volunteers
and therefore have very different programs from traditional radios. Based on their current
strategy, CFBX will be able to operate and provide the unique music they are proud of. CFBX
has been in operation for 21 years. Future success will depend largely on their relationship with
Thompson River University, future fundraising and marketing communications.
Q3. Comparison of the data and information form Lenovo and Galanz
A. Similarities as well as differences between organizations Lenovo and Galanz
Differences in External Environment: By comparing the environments of the two
organizations, I can see how external environmental components and factors can be successfully
organized or catastrophic. The differences between the two companies' environments do help me
understand the concept of organization external environment and will take such factors into
account in future business strategy planning.
For the 21st century companies, the political factor has always been very important. If the
Chinese market is Lenovo’s stronghold, the political power behind it plays an important role.

Management Preferences
China already knows that it is beneficial to local brands (Teasley, 2010). However, this situation
is often exposed throughout the world. Even Canadian companies that conduct overseas
operations in several markets face difficulties. Lenovo is also Chinese technology giant for
controversial reasons. But, political elements affect global business in the other methods. For
companies operating in an international environment, political constancy of the overseas markets
are very significant (Goldberg & Martin, 2008).
Galanz also faces criticism from the importing country government. Such as, when
market share of its OBM microwave oven reached 70%, the Argentine government launched an
anti-monopoly lawsuit against Galanz ("Galanz Official Website", 2018).
Similarities in External Environment: Both companies are extremely dependent on the
external environment. When making the purchase decision, Lenovo’s customers are greatly
influenced by social factors. In a purely OEM business, customers place orders and pay for
delivery of the company (YU, 2017). In this mode of operation, customers assume risk of
unfortunate forecasting as well as planning. However, in OBM Company, Galanz have to bear
this risk. Hence, accuracy of forecasts and responsiveness of planning procedure play a key role
in success of the company.
Differences in Organizational Capabilities: First of all, a series of active acquisitions
were made to help the company acquire new technologies and form scale and scope advantages
in the process. For example, in 2005, The Lenovo buys IBM’s personal computer division for
US$1.75 billions. In 2012, company acquired the leading Brazilian PC and gadget maker
Digibras Industria. As its manufacturing capacity and economies of scale provide low-cost and
large-scale production, Galanz can promote its competitors in the Chinese market. However,
they lack the technology independent of magnetron procurement issues (Quinet, 2004).

Management Preferences
Similarities in Organizational Capabilities: Both companies have strong R&D
capabilities. Research as well as development capabilities provide Lenovo with a continuous
competitive advantage. Like Lenovo, Galanz also values their R&D capabilities.
Resource Differences: The main difference of resources between Lenovo and Galan
is their ability and skills to allocate all their essential resources.
Resource Similarities: Both of Lenovo and Galanz have sufficient resources in their
respective fields.
Management Preferences Differences and Similarities: Under the leadership of Liang
senior and Liang junior, the businesses adopted greatly centralize decision-making moreover
enforcement systems with only 3 stages of personnel: general managers, senior executives or
business personnel. Data flow moreover communication are unclear and slow. The strategy is
hard to execute. As company increased from 20 workers in 1993 to more than 10,000 workers in
2003, good organization structure that used to serve Liang has not been adapted to the ever-
changing competitive environment. In fact, during this period of time, Liang recalled the
organizational structure. He commented: “The management structure of Galanz is highly
concentrated, and it has also been applied during the growth and development. When the Galanz
is a small plant, we can easily grasp each one. On the other hand, working with Lenovo's
configuration service team to lay the groundwork for a strong asset management program,
Lenovo's asset tagging service can simplify deployment, save time, and reduce the risk of loss or
theft of valuable technology assets (Hossain, Sohrab, Jamshid & Mahmood, 2012).
How the case and article adds to, reinforces/contrasts with my own understanding
of Diamond-E analysis template

Management Preferences
About External Environment, After analyzing external factors of Lenovo, I learned
about the impact of the macro-external environment on an organization, especially its political
influence, and how environmental changes have caused serious damage to the organization.
Conversely, Galanz has a good chance of growing up for the political reasons. At the same time,
social factors also influence associations in an optimistic way. Environmental factor analysis
highlights the power of buyers and consumers. It is very important to choose the countries to
serve. Understanding the environmental rules and laws set by the authorities is of great
importance for smooth operation and profitability.
About the Management preferences, As a student, I have seen many organizations like
Lenovo. Their management hopes to have advantages in the short term and lack long-term
strategic planning. After the analysis, I realized the importance of management preferences for
strategic planning. The Galanz and Lenovo articles showed me about the management
preferences affect the organization.
About Resource & Organizational Capabilities:
B. Noteworthy Characteristics or weaknesses & strength of the Diamond-E
template
After studying this course and all articles/cases, I did find that Diamond-E theory was
very useful in most cases; however there were always unpredictable components that the theory
could not cover. I found weaknesses in the Diamond-E analysis. I think Diamond E-theory must
consider more external factors, particularly political and economic factors or characteristic. I will
give an example. Galanz has used large-scale production for a long time to attain low-prize
benefits. In past, most of the products had bad quality and few varieties ("Operations Strategy at
Galanz", 2018). Due to huge demands for low-cost microwave oven, sales are higher. It strives to

Management Preferences
manufacture more than the forecast demand because it is sure that additional inventory will
eventually be absorb by market sellers. As a result, the ability to strengthen sales forecasts and
production plans has been minimal.
These examples clearly show differences between the decisions of two governments
when an organization is destroyed
Q4: Synthesize, 3 takeaways from Diamond-E and this assignment
In this section, I will combine what I have learned from class with the actual situation. I
found out what we learned from the course. This analysis can help us during the strategic
planning stage.
The link between the organizational strategy as well as external environment: In
particular, political and social analysis must be completed before I start the business. Political
analysis, for companies operating in an international environment, the political constancy of
overseas market is very vital. The Political constancy means financial stability furthermore a
stable company environment. But, on other hand, political turmoil will not only undermine sales,
however will also disrupt supply chain or distribution systems, which are detrimental to the
health of any company In these methods, a favorable political environment means advantageous
business as well as high income, while political interference mean exactly opposite (Ng & Li,
2004).
Social analysis, population development, age distributions, family size, social behavior,
customer lifestyles, religion, education, and immigration have all contributed to overall impact of
Galanz's operations into the electronics business. Therefore, it must be thoroughly recognized.
The strategy should focus on the brand awareness, meet clients, and brand recognition will be
expanding market share.

Management Preferences
2, Connections between organizational capabilities and resources: From the Lenovo
case we learned that if resources are correctly allocated, organizational capabilities will develop.
Galanz's article points out that in case resources are never properly configured, the organizational
skills will be completely unbalanced and may eventually damage the organization.
3, Management decisions and preference: What I learned from Lenovo and Galanz is that
management decisions must be strategic rather than tactical.

Management Preferences
References
CFBX 92.5FM. (2018). Retrieved from https://thex.ca/
CFBX 92.5FM - Kamloops BC : Top 30 : Mar 27, 2018. (2018). Retrieved from
http://www.earshot-online.com/charts/cfbx.cfm?dWeekOfID=2018-03-27
Galanz Official Website. (2018). Retrieved from http://www.galanz.com/
Goldberg, D., & Martin, D. (2008). The entrepreneur's guide to successful leadership. Westport,
Conn.: Praeger.
Hossain, S., Sohrab, K., Jamshid, N., & Mahmood, A. (2012). Alignment in the organizations
strategy window (concentration on business strategy and operations strategy). African
Journal Of Business Management, 6(51), 12016-12022. doi: 10.5897/ajbm12.523
Ng, S., & Li, B. (2004). OPERATIONS STRATEGY AT GALANZ.
Operations Strategy at Galanz. (2018). Retrieved from https://hbr.org/product/operations-
strategy-at-galanz/910D05-PDF-ENG
Quinet, E. (2004). A meta-analysis of Western European external costs estimates. Transportation
Research Part D: Transport And Environment, 9(6), 465-476. doi:
10.1016/j.trd.2004.08.003
Teasley, H. (2010). Ahead of Its Time: Lenovo Ideapad Y560D. IEEE Spectrum, 47(11), 27-27.
doi: 10.1109/mspec.2010.5605887
Wakelam, R. (2009). The science of bombing. Toronto [Ont.]: University of Toronto Press.
YU, Q. (2017). Analysis of GE and Lenovo in the International Market. Destech Transactions
On Economics, Business And Management, (eced). doi: 10.12783/dtem/eced2017/9849

Management Preferences
Yueh, L. (2008). The Chinese entrepreneur. Business Strategy Review, 19(2), 60-64. doi:
10.1111/j.1467-8616.2008.00537.x