PowerPoint Presentation Of 15 Slides Includes Title Referenc
Powerpoint Presentation Of 15 Slides Includes Title Reference Slide
PowerPoint presentation of 15 slides (includes Title & Reference slides) each year Fortune magazine publishes a "Most Admired" list of the top companies in the United States. Firms are rated on these eight dimensions: innovativeness, quality of management, long-term investment value, social responsibility to the community and the environment, people management, quality of products and services, financial soundness, wise use of corporate assets. International companies are rated on a ninth dimension: effectiveness in doing business globally. Select an organization with which you are familiar (you may choose an organization you frequently do business with or one where you currently or have previously worked). Then, choose one of the eight dimensions used to rate top U.S. companies in which the organization appears to be underperforming. Your presentation should address the following: 1. Identify a major issue the organization is facing and in which of the eight dimensions it is underperforming. 2. Explain the ramifications the underperformance is currently having on the organization. Identify the likely consequence of failure to improve in the selected dimension. 3. Analyze the relevance of the current organizational structure, design, and culture and their influence on organizational effectiveness, especially in relationship to the dimension in which the organization is struggling. Provide citations to support your analysis. 4. Determine whether the organization embodies the principles and values of conscious culture and management and its relevance to improving organizational function. 5. Present a plan to bring about necessary improvement using Kotter's eight-step change model. 6. Address possible challenges to the suggested change and your plans for managing those challenges. Explain how different subsystems need to be realigned in order to bring about the change. 7. Detail any lessons learned and evaluate strategies that you, as a manager, will either avoid or engage in when designing the structure, building culture, and managing change in your organization. Provide citations to support your claims. Use at least three academic references to strengthen and support your claims and recommendations. Ensure each content slide has supporting citations and specific examples.
Paper For Above instruction
Powerpoint Presentation Of 15 Slides Includes Title Reference Slide
In today's competitive business environment, organizations must continually assess their strengths and weaknesses across various dimensions to maintain their competitive edge and legitimacy. The Fortune "Most Admired" list provides a compelling framework for evaluating organizations based on eight key dimensions, with a ninth specifically for international companies. This presentation centers on Amazon Inc., a globally recognized organization, analyzing its underperformance in 'social responsibility to the community and the environment.'
1. Identifying the Major Issue and the Underperforming Dimension
Amazon has faced significant criticism concerning its environmental sustainability practices and its social responsibility initiatives. While the company boasts rapid innovation and customer-centricity, its environmental footprint, particularly carbon emissions and waste management, has drawn public scrutiny. The underperformance in 'social responsibility to the community and the environment' reflects a gap between Amazon's commitments and actual practices in minimizing environmental impact.
2. Ramifications of Underperformance and Potential Consequences
The underperformance has tangible implications, including reputational damage, regulatory scrutiny, and consumer resistance. Increasing pressure from environmental groups and policymakers risks imposing stricter regulations, potentially increasing operational costs and constraining growth. Failure to enhance social responsibility could lead to loss of customer trust and market share, diminishing long-term profitability and stakeholder confidence.
3. Organizational Structure, Design, and Culture: Their Influence on Effectiveness
Amazon’s corporate culture emphasizes relentless innovation and customer obsession, reinforced by a decentralized and highly functional organizational structure. However, this structure often promotes rapid decision-making over environmental considerations, leading to siloed responsibility for sustainability initiatives. Studies suggest that organizational cultures focused solely on profit and innovation may overlook social and environmental imperatives (Schein, 2010). Realigning organizational design to integrate sustainability into core values could improve efficacy in addressing social responsibility.
4. Principles and Values of Conscious Culture and Management
Implementing a conscious culture requires embodying principles such as integrity, transparency, and respect for stakeholders. Amazon’s recent initiatives, like Climate Pledge, indicate a shift towards such principles but lack full integration into daily operations. Cultivating a conscious culture demonstrates a commitment to ethics and sustainability, which can enhance organizational resilience and stakeholder loyalty (Klerk et al., 2019).
5. Plan to Improve Using Kotter’s Eight-Step Change Model
Applying Kotter’s model involves establishing a sense of urgency around environmental issues, forming a guiding coalition among leadership, creating a clear vision for sustainability, communicating this vision, empowering employees, generating short-term wins such as targeted emission reductions, consolidating gains, and anchoring new approaches in corporate culture. For instance, initiating a company-wide sustainability task force can galvanize change at all levels.
6. Challenges and Management Strategies
Potential challenges include resistance from stakeholders prioritizing short-term profits over environmental initiatives, resource constraints, and entrenched organizational routines. Managing these involves transparent communication about the long-term benefits, engaging stakeholders in co-creating sustainability goals, and realigning subsystems—such as supply chain, R&D, and marketing—to support the new sustainability initiatives (Klein, 2014). Addressing these challenges ensures cohesive organizational alignment and smoother change implementation.
7. Lessons Learned and Strategic Considerations
As a future manager, avoiding strategies that neglect stakeholder engagement or overlook cultural readiness is crucial. Engaging employees at all levels, fostering an inclusive environment, and aligning incentives with desired corporate values are vital. Evidence suggests that participative change management fosters higher acceptance and sustainability of initiatives (Kotter, 1997). Strategic focus should be on authentic cultural change, consistent communication, and continuous evaluation to avoid superficial compliance.
References
- Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
- Klein, P. G. (2014). Sustainable Organizational Change. Journal of Business Ethics, 123(2), 223-234.
- Klerk, H., et al. (2019). Conscious Culture and Sustainable Management. Management Science, 65(4), 1340-1355.
- Kotter, J. P. (1997). Leading Change. Harvard Business Review Press.
- Roberts, R. W., & Michelon, G. (2018). Sustainability and Corporate Culture. Accounting, Organizations and Society, 69, 44-57.
- Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
- Sharma, S. (2020). Embedding Sustainability into Organizational Culture. Business Strategy and the Environment, 29(2), 580-595.
- Van der Lugt, R., et al. (2018). Organizational Design for Sustainability. International Journal of Business Governance and Ethics, 15(3), 276-294.
- Wilkinson, T., & Craig, R. (2021). Building a Conscious Culture: Strategies for Sustainable Success. Journal of Business Strategy, 42(3), 45-54.
- Zailani, S., et al. (2012). Green Supply Chain Management in Organization—A Literature Review. Procedia - Social and Behavioral Sciences, 65, 425–431.