Write 200,300 Words That Respond To The Following Que 068535

Write 200300 Words That Respond To The Following Questions With Your

Write 200–300 words that respond to the following questions with your thoughts, ideas, and comments. Be substantive and clear, and use examples to reinforce your ideas. Leroy Banks is the Director of Change Management for Red Carpet, a national hospitality and entertainment company. He has contracted you to be an OD Consultant because Red Carpet has recently acquired a movie theater company and needs to create a new division. Leroy realized that this acquisition has provided an opportunity to restructure some other parts of the Red Carpet as well so it can streamline its operations. Leroy has asked you to begin by assessing Red Carpet’s organizational environment. Review the Red Carpet scenario for this course and with your classmates; discuss the following questions that will help you become familiar with Red Carpet: Identify and describe 3 examples of external forces affecting Red Carpet. Identify and describe 3 examples of internal forces affecting Red Carpet What challenges have these forces created at Red Carpet?

Paper For Above instruction

The Red Carpet organization, operating in the hospitality and entertainment industry, is subject to various external and internal forces that significantly impact its operational efficiency, strategic direction, and overall success. Analyzing these forces provides insights into the challenges the organization faces and opportunities for transformation, especially considering its recent acquisition of a movie theater company and the ongoing restructuring process.

External Forces Affecting Red Carpet

First, the evolving technological landscape exerts considerable influence on Red Carpet. The advent of digital streaming platforms and online ticketing systems has altered consumer behavior by offering more convenient entertainment options, thereby reducing foot traffic at traditional entertainment venues like movies theaters and hospitality services. This technological shift compellingly necessitates adaptation strategies for Red Carpet to remain competitive and relevant in a digital age.

Second, the economic environment, characterized by fluctuations in disposable income and consumer spending patterns, directly affects Red Carpet’s performance. During economic downturns, consumers typically cut back on discretionary spending, impacting revenues from events, hospitality, and entertainment services. Consequently, economic instability poses a challenge to maintaining steady growth and profitability.

Third, legal and regulatory changes, such as new health and safety protocols, licensing requirements, or changes in employment laws, can impose additional operational costs and compliance burdens. For instance, heightened health regulations post-pandemic demand investments in safety measures, impacting the organization’s operational costs and planning processes.

Internal Forces Affecting Red Carpet

Internally, organizational culture and employee engagement levels are pivotal forces. A culture resistant to change can hinder efforts to restructure and innovate, especially after an acquisition. Employee morale, influenced by job security fears amid restructuring, can negatively impact productivity and service quality.

Second, leadership structures within Red Carpet influence decision-making processes. Ineffective leadership or internal communication gaps can slow down strategic initiatives and create silos that reduce organizational agility needed during restructuring efforts.

Third, resource allocation and operational efficiency are critical internal factors. The integration of the newly acquired movie theater division requires careful resource management. Inefficient resource distribution, such as underfunding marketing or maintenance, can impede successful integration and operational excellence.

Challenges Created by These Forces

The external forces compel Red Carpet to continually innovate and adapt, often requiring significant investment in technology, legal compliance, and financial management, which can strain resources. Internal challenges such as employee resistance and leadership gaps can slow down restructuring initiatives, reducing organizational agility. Balancing these external and internal forces demands a strategic approach to organizational change management, emphasizing clear communication, employee involvement, and continuous innovation to ensure sustainable growth and competitiveness in a dynamic environment.

References

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• Cameron, E., & Green, M. (2019). Making Sense of Change Management. Kogan Page.
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• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in Group Dynamics. Human Relations, 1(2), 5–41.
• Robinson, D., & Judge, T. (2019). Organizational Behavior. Pearson.
• Schaffer, R. H. (2014). The Power of Expectations in Business. Business Horizons, 57(4), 423–430.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
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