MN6003 Strategy Choices and Change

                             

For Cultural Web Model GreenHealth Cranberry

The focus has been on handling the working in the organization as well as the management of the organizational change. For this, the employees are seen to be motivated or demotivated for the bonus and the promotion. This is mainly through the use of certain traditional methods as well as no innovation, or the fresher is utilized for the hiring primarily by the organization.

Cranberry tends to recruit all the young people so that all the ideas and the concepts could easily be managed to depend upon the redesigning of the product with the feedback. The organizational culture with respect change is in the external environment. (Johnson et al., 2013). The Green Health Cranberry is for the merging to analyse the culture with the additional forms of the penetration markets that use the products of the company.

As per the analysis, the company has not been showing any innovation and is also not properly managed as there are staff who demotivated staff. The organisation does not want to accept the change as they are working without any change for the long time period. Cranberry also focus on the organisation that has been used to recruit the fresh graduates so that all the new ideas and the concepts can be taken into consideration and implemented as well. The image in the market is for the diversified products and for the huge company approach. The organisational culture has been to recruit the fresh graduate who will be able to involve in contributing towards the innovative ideas. The new organisation Green Health Cranberry formed after the merge needs to be analysed depending upon the culture with the addition from the organisation. The market share the resources need to be easily penetrated to the different markets depending upon the use of the company products. The organisation has been in the verge of innovation that tends to undergo the hiring process.

3: The change process is set to the emerging standards which take place in the active node. The new CEO was appointed for the company with the top team recruitment. It includes the operations on the two sides of UK and Europe with the world which can handle the terms as per the requirement of the company. The objective is based on the statements where the merger is seemed to be mainly completed. (Kotter, 1995). The standards are based on the target for the cost saving as well as handling the people who are working for the releasing of the two floors with the significant amount of cost saving. The objectives are also for the different parts of the country. With this, there have been changes related to the granite name board which is for the Reading replaced by the cafeteria. The buildings have been set for 24*7 access which is mainly open till late night. The CEO of the company, Carol Moss has been working on spending more time in Reading and Bruno Meta has shifted to Cumbria.

There is a need to process 8 different steps of Kotter’s model which includes:

1. The establishment of the urgency with the steps that focus on the various factors as well as the top management. The restructuring of the team can handle the changes and work towards the development. (Kotter, 2012).
2. The creation of the guiding coalition which is set as per the steps where the top people company can forward the data with controlling and recruiting the employees as well. The involvement is mainly from the companies as well as through building a stronger base for the company
3. The development of the vision and the strategy is important for the merger to handle the scope of cost reduction. This could be through the release of the two floors where Cumbria is set mainly due to the lesser people.
4. The communication can handle the changing visions as well as the adaptation to the beautiful changes. This is primarily for the offices where the people are working and communicating in a proper manner. (Nguyen et al., 2003). The meets and the shares are for the meeting of the goals and looking for the communication process with the top management.
5. The empowerment is based on the broad actions with the relocation that could help in setting offices in Reading and Cumbria.
6. The short-term patterns are for the Wins which includes the autonomy process for the staff. This has also been critical for the globalized expansion where the increase in the share will lead to the start of the news as well as publicizing the standards. In this, the two companies can easily merge with each other.
7. The building of change as well as the anchoring approach: This works on the credibility with the employees who tend to focus on the success as well as the forms that are for achieving the company aims. This includes the changes for the location to work as well as communicate. The approaches for the anchoring depends upon the cultural factors where the idea is for the New Development Product that could easily be set to balance the production. (Ruiz et al., 2016).

Conclusion:

The major focus has been on how to handle the company with the merging options. The decision is about how CEO can manage the company details as well as work on the objectives where there are 20% of the savings for the costs, with globalized expansions and the development of the product. (Sanaei et al., 2016). It includes the factors that have been mainly affected by the location of the merged company. There are new forms of the company or the divisional structure that is set with the merging of the company. The factors are important for taking into consideration all the forms which are set where the companies could easily be merged. (Van et al., 2016). The standards are based on dealing as well as the handling the investors of both the companies so that there is an equal share of the profit for the merged group entity.

Reference:

Anzenbacherova, E., Nekvindova, J., Jourova, L., & Anzenbacher, P. (2016). Gut microbiome species richness differ after intake of green tea and cranberry extracts by lean and obese mice. Journal of International Society of Antioxidants in Nutrition & Health, 3(4).

Balogun, J. , Hope Hailey, V. and Gustafsson, S. (2016) Exploring Strategic Change, 4th edition, Prentice Hall (further reading on the change kaleidoscope)

Hailey, V. H., & Balogun, J. (2002). Devising Context Sensitive Approaches To Change: The Example of Glaxo Wellcome. Long Range Planning, 35(2), 153-178. (further reading on the change kaleidoscope - available online through the library catalogue)

Haspeslagh, P (1999) Managing the mating dance in equal mergers, Financial Times Mastering Strategy, October 25 (from Nexis database – referred to in session 15 of the module)

Jeszka-Skowron, M., Zgo?a-Grze?kowiak, A., Stanisz, E., & Wa?kiewicz, A. (2017). Potential health benefits and quality of dried fruits: Goji fruits, cranberries and raisins. Food Chemistry, 221, 228-236.

Johnson, G. (1992). "Managing strategic change— strategy, culture and action." Long Range Planning, 25(1), 28-36. (further reading on the cultural web - available online through the library catalogue)

Johnson, G. (2000). "Strategy through a Cultural Lens." Management Learning, 31(4), 403-426. (further reading on the cultural web - available online through the library catalogue)

Johnson, G. Whittington, R. and Scholes, K. Angwin, D. and Regner, P. (2013) Exploring Strategy, Edition 10, Pearson and in session 17, 18 and 19

Kotter, J. (1995) 'Leading Change: Why Transformation efforts fail' Harvard Business Review, March-April 96 Vol. 73(2) pp.59-67 (available online through the library catalogue)

Kotter, J. (2012) Leading Change, Harvard Business Review Press (further reading on Kotter’s change steps)

Nguyen,H. and Kleiner, B.H., (2003) The effective management of mergers, Leadership & Organisation Development Journal Volume: 24 Issue; 8 pages 447-454 (referred to in session 15 of the module)

Ruiz, M., Ibarreche, S., Peterson, L., & Guerrero, L. (2016). THE IMPACT OF IMMIGRANT ACCULTURATION AND JOB SEARCH INFORMATION ON ENTREPRENEURSHIP OPPORTUNITY. 2015-2016 OFFICERS President President-Elect Program Chair Program Chair-Elect, 133.

Sanaei, M., Horie, S., & Managi, S. (2016). Job opportunity and ownership status: return decision after the Great East Japan Earthquake and Tsunami. The Singapore Economic Review, 61(01), 1640008.

Van Yperen, N. W., Wörtler, B., & De Jonge, K. M. (2016). Workers' intrinsic work motivation when job demands are high: The role of need for autonomy and perceived opportunity for blended working. Computers in Human Behavior, 60, 179-184.