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Part A: Closing the Culture Gap

by | May 22

This assignment assesses your ability to work individually to deliver a set of organisational change and innovation that are logically grounded in an organisation, i.e. the material covered in weeks 1-12. This work will be the focus of the tutorials.This assignment consists of 2 parts both parts must be attempted and submittedPart A: Closing the Culture Gap Linking rhetoric and reality in business transformation.by DeAnne Aguirre Varya Davidson. and Carolin Oelschlegel, A version of this article appeared in the Spring 2019 issue of strategy business.Leaders today are well aware that their organization’s culture is an asset that must be managed with purpose and care. The trouble is, there isn’t a playbook that makes it obvious how to do this. Sometimes, even the most well-meaning CEOs don’t fully connect with the real issues that motivate people. This critical gap — between leaders’ perceptions of what people care about and the actual realities of the culture — can prevent a company from achieving its desired results. Fortunately, it’s possible to close this gap. Armed with a deeper understanding of their company’s culture and the day-to-day behaviours that shape it, leaders can find new opportunities to achieve their business goals — and new allies to help drive the effort.Consider this scenario: Monday’s all-hands meeting in the auditorium was not going according to plan. Andrew, the CEO of a hotel chain rocked by disruptive technology, had called the meeting to promote his new culture initiative. He’d planned this presentation to reenergize the enterprise. He was invigorated by a vision of the company as a place where ideas would flow freely, and innovative solutions would burst forth from all players. The rest of the campaign to follow was carefully designed, with clever posters and weekly reminder emails. By year-end, Andrew was certain that he would see tangible improvements in the mood in the halls, in the conversations within both the cafeteria and the offices, and, ultimately, in business performance.But the reception to his presentation fell far short of his expectations. The audience was quiet. From the podium, Andrew couldn’t help but notice employees scrolling through their phones. He could practically hear crickets chirping during the Q&A. A few members of his leadership team gave him a thumbs-up as he left the stage, but Andrew felt deflated and baffled. Where had this gone wrong? Andrew would have been crushed if he’d overheard the post-mortems in the break rooms. “What a waste of time,” one team leader said. “A lot of fine words and pretty pictures, but nothing about how things really work around here.”A team member chimed in: “And did you hear that bit about celebrating experimentation and fast failure? Yeah, right. All you get when you fail in this company is a bad review and no bonus.” “Oh, well,” the team leader replied. “At least we know it will all blow over as soon as management finds the next shiny new ‘culture initiative’ to focus on.”Questions: Attempt all 5 questions.

In what ways Leaders can best understand and address, the critical gap — between leaders’ perceptions of what people care about and the actual realities of the culture ?Critically advice Andrew how he can demonstrate his commitment to improvement while engaging his audience?How can you connect the dots between having high aspirations for improving culture and making lasting changes that lead to real results?Discuss How Most organizations are missing a clear connection between culture, team building, and leadership development ?Give reasons why do organizations fail to connect culture and strategy?PART TWOYou re to choose one topic of interest to you from the following and w rite a reflection essay 1000 words.Social networking/media has become a major aspect of the use of Internet technologies in the last few years. Based on the research and experiences outline and critically discuss 1. the use of these technologies by organizations and by managers. Specifically, you should draw out the benefits and problems of using social networking/media technologies, 2. the needed skills and the extent of strategic alignment of their use. 3. To what extent do you think managers and organizational groups are skilled in using social networking/media in their organizational communications? 4. What advice do you give to enhance the effective use of social networking/media technologies?Corporate social responsibility (CSR) is increasingly being promoted in the media as an important aspect of contemporary organizations. 1. Based on the research and experiences discuss two Australian organizations that you feel present good examples of companies demonstrating CSR. 2. What aspects of the operation of these companies are leading the group to this view? Given that many companies do not place much importance to CSR why are these companies giving importance to CSR?What insights or lessons about CSR can be drawn from your analysis?Pick four relatively large (and perhaps multi-national) organizations, each having its origin and head office located in one of the following countries – Australia, Japan, China, and Germany (if you prefer you may use organizations from other countries instead, based on experiences, but only one can be an English speaking country). Outline the cultural characteristics of each organization. 1. To what extent does national culture influence these organizations’ culture? 2. Also consider whether there are elements of stereotypes in your analysis? 3. What implications for leadership may arise from managing in these different organizations?Change is endemic to contemporary organizational life — not only in terms of changes in structures, cultures, and employment relations, but also in terms of the nature of careers and the approaches used to continuously develop skills. Using individual experiences and research 1. outline the nature of the differences between modern careers and traditional 2. careers highlight the difference between formal and self-development approaches to development. critically assess the extent that contemporary managers do take control of their own careers and engage in self-dThe post Part A: Closing the Culture Gap appeared first on My Assignment Online.



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