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Study on Strategy of Rowling Energy

   

Added on  2020-02-05

14 Pages3896 Words55 Views
STRATEGICCHOICES ANDCHANGES

TABLE OF CONTENTSINTRODUCTION...........................................................................................................................11) Application of Balogun and Hope Hailey’s Change Kaleidoscope model to RowlingEnergy.....................................................................................................................................12) Application of Johnson’s Cultural Web model to Rowling Energy.................................43) Critical evaluation of change process that took place in Rowling Energy........................7CONCLUSION..............................................................................................................................10REFERENCES..............................................................................................................................11

INTRODUCTION Business world is reforming and developing on a regular basis. Companies are adoptingeffective and different means of working with the aim of enhancing profitability and growthwithin the market. Economies are shrinking in terms of organizational reach which has enhancedcompetition widely (Borrás and Cristina, 2009). Strategic development of business is the need ofthe hour. Strategies may be defined as the process of developing a winning edge within themarket. Companies are focusing on managing employees and developing strategic managementplans to ensure growth and profitability. This helps the business units in developing acompetitive edge within the market (Cascio and Aguinis, 2008).The present study will focus on developing an in-depth study about different strategiesand measures adopted by Rowling Energy to create a competitive edge within the market. Thecase helps in determining the facts and figures regarding employee performance and its impacton strategic growth. It will also evaluate different strategic measures adopted by two differentleaders and its impact on the organizational culture. The study will also understand theimplementation of different tools and techniques for enhancing internal business operations andits impact on organisational culture and management. 1) Application of Balogun and Hope Hailey’s Change Kaleidoscope model to Rowling EnergyChange is an integral part of business operations. Business units develop their operationsby creating a wide impact of strategic change on daily business activities. Change generally isnot readily accepted by employees working within the business (Paiva and Vieira, 2011). Theyresist change in order to maintain their comfort zone and it even minimize the insecuritiesassociated with change. Rowling electronics enhanced the business operations through strategicdecisions of merger. This strategy helps the business in expanding the reach of business in twoadditional geographic regions. However, merger demands redefining organizational operationsand business activities to stabilise the strategies and policies according to new business to attainpositive results for the company (Hacklin, Battistini and Von Krogh, 2013). The old CEO of the company adopted some common influential measures to implementchange and redefine organizational policies however, after January 2014 new CEO Jay Jamesonadopted some effective measures to develop organizational growth. Change Kaleidoscope modelprovides an audit mechanism for designing and managing change (Anderson, 2009). The stated1

model considers sensitive factors essential while implementing and adopting change within thebusiness. The application of the proposed model will help in analysing the factors which areessential to develop positive impact on employees (Finkelstein, Hambrick and Cannella, 2009). Illustration 1: Balogun and Hope Hailey’s Change Kaleidoscope model(Source: Managing strategic change. 2015)The evaluation of the change model implemented by Jay Jameson could be evaluated on thefollowing factors:Time: Rowling Energy demanded effective change in January 2014 as employee’smorale was low and retention rate in the company was low. There were many internalconflicts which were resulting in low productivity and performance of the company(Venkatraman and Huettel, 2012). Scope: The scope of change implemented by the new CEO was wide and effective whichresulted in effective results and high efficiency of people (Allison and Kaye, 2011).2

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