Managing Change A Case Study of Corus Strip Products UK

Managing Change A Case Study of Corus Strip Products UK Using suitable and significant models, theories and concepts, this report examines how the company Corus implemented a current change initiative at its sub-division (Corus Strip Products UK) in a reaction to the obvious threat of increased competition from new entrants in the steel industry. By considering the case study, this assignment uses the Gradualist Paradigm of change to discuss how barriers to change at CSP UK were overcome and how the measurement of outcomes of change influenced organisational transformation. This will be employed to confirm and critique any suggestion made to its executive relating to the sustainability of the business. INTRODUCTION Corus Strip Products UK (CSP UK) is a leading producer of strip steel valuable in various manufacturing and construction sectors. It aims to be a leader in steel industry, by providing better products, higher quality services, and better value for money than its rivals. It needs constant development of entire working environment and culture in order to meet its ambition for growth. In 2010, it published a case study (The Times 100 Business Case Study: Corus) that explains how barriers to change were overcome in its sub-division. CSP UK initiated the Journey program in 2005. The company sought to tackle an extensive variety of issues but was specific in its tasks and framework which centred on the values and beliefs of its people. Fundamentally, this needed a combined effort from stakeholders (employees, contractors, suppliers and other associates) uniting on a set of guiding principles (8) that will define the core of the business namely honesty, professionalism, integrity, respect, improvement, excellence, fairness and transparency. The objective of this assignment is to form the concepts of the methods of change and learning of key stakeholders in the case study, using appropriate and relevant models. The results will be used to justify and critique recommendations to the management for future initiatives to sustain development at Corus. MAIN CONTENT Drivers (reasons) for change Due to the dynamic and disordered nature of steel markets, change was unavoidable at CSP UK in other to retain its competitive advantages. Inefficiencies within the business at CSP UK led to delays and wastage in production. Exports of products from the UK were more expensive compared to other countries, reducing its competitive advantage. CSP UK had dedicated workforce but there was a lack of motivation by work situations and signs of poor health and safety culture. External drivers for change centred upon increase competition from new entrants in the steel industry especially from Eastern Europe and Far East. This had a negative effect on demand leading to higher cost of its products, reducing its attractiveness to potential customers. Also advances in technology resulted in customers wanting better products, leading Corus to focus on innovation. CSP UK had a poor public opinion regarding environmental issues and this contributed to changes within the firm informing its business strategy, policies and procedures of the future. Types of change In order to understand change processes at CSP UK over time, it is vital to look at how the organisation understood the change cycle (Tushman, 1970) and how environmental factors affected its strategic vision. Since the 1970s, there has been a gradual decline of old products with the emergence of new products needed to increase future prospects. The Journey program showed both incremental and transformational changes over its period of implementation. It built on high skill set of its stakeholders and focused on how to improve work systems adaptable to the demands of new markets. Its framework for cultural transformation was at an organisational level, focusing on developing new and dynamic set of values that is different from earlier times (Burnes 2009, in Hayes). Previous drives for change from the Corus case report, showed signs of programmatic or planned change occurring. Looking at Total Quality Management (TQMs) initiative as well as prior programs, there was a focus on work reprogramming which included rationalizing of costs leading to a downsized labour force (~ 13% of total costs). However, CSP UK is an organisation of highly skilled and dedicated people and for future prosperity, there has to be a greater focus on how systemic (e.g. job enhancement, people empowerment and team building) and organisation development (including training, education and indoctrination of cultural values) can effect growth and improvement of business. Barriers to Change The 1970s were characterised by job reductions, redundancies, and a shortage of apprenticeships leading to doubt in workforce regarding new initiatives (refraining forces). Furthermore, certain members of staff at CSP UK gradually became unconcerned to business initiatives as they and the business had survived earlier testing times. The fear of the unfamiliar led to anxiety about existing teams and positions; hence the management at CSP UK sought to clarify the collective interest of all. Corus is a reputable firm in a conventional industry showing rigidity in certain aspects of its business. It had difficulty in modifying certain business practices to take advantage of advances in technology. This is damaging to its growth prospect and weakens its drive for innovation that adds value to its products and services. Additionally, the personnel at CSP UK showed signs of ageing, which demonstrated a slow pace to change. The pace of change has to be right, not too slow but not too fast as this can lead to a mis-alignment with the environment (Johnson Scholes 1991 in Hayes 2007). Transfer of skills amongst staff was limited and affected the ability of the firm to attract the brightest, youngest individuals available, important for future development. Company policy of rewarding long service rather than distinguished service reinforced the companys lack of dynamism, and its need to adapt business models to reward productivity and not longevity. CSP UK must focus on incentives that recognise suitable professional behaviours both natural and acquired. Methods of Overcoming Barriers CSP UK understood the importance of involving all stakeholders and effectively communicating the process of change. It defined its present performance standard (As Is) and future goals (To Be), stressing the importance of managing transitional periods and sustaining and revising its outlook. High impact techniques were used to demonstrate the state of the business highlighting where improvements could be made. In one instance, 150 senior managers were invited to Millennium Stadium Cardiff only to be met with shoddy service like servings of cold tea and the use of a broken slide projector. In addition, videos of poor standards were shown to managers, as well as the consultations with local school children which highlighted poor public opinion regarding the vision and practices of the business (e.g. environmental issues). Alarmingly, there was no dissent from the invitees, demonstrating a difference between industry standards and expectations of employees, representing a huge barrier t o reforming the firm. To tackle this, stakeholders at Corus had to be made aware of their right to challenge. Individual ownership of change was fit into the work setting and personal responsibility for change was encouraged. To this day, over 5000 employees have signed up to the beliefs and principles of the firm. Approaches to Managing and Leading the Change Process The Gradualist Paradigm The gradualist paradigm of change states that, basic change occurs through a process of continuous adjustment as change is emergent, i.e., there is no deliberate organisation for change (Weick Quinn, 1999). Therefore, for successful implementation of change, management and communication of change is vital. Leaders at CSP UK focused on its future prospects, its vision for change and how its culture identity can build emotional links within its workforce; while its management team focused on the present and set out a combined (economical organisational development) strategy for company transformation (Beer 2001 in Hayes 2009, chapter 14). Nahavandi, 2000 (in Burnes) Kotter, 1990 (in Hayes) stressed the importance of change managers developing suitable capacity and logistic to implement change. Managers at CSP UK set out clear targets (top-down directives), established steps to be taken and allocated resources as needed, with the aim of improving economic value of its products. Credit must be given to its managerial style which showed flexibility between transformational (innovative and adaptive culture) and transactional models recognising and rewarding success. A note must be made of the inter-changing roles of leaders and managers at CSP UK which were not mutually exclusive, but where sometimes combined in times of change for greater efficiency (Bolden, 2004 in Hayes). Organisational development strategies at CSP UK focused on enhancing the abilities of its stakeholders by involving and supporting individuals in their roles. It passed on its organisational vision clearly and focused on creating an enabling environment that increases productivity. It promoted a culture of involvement and shared purpose, focusing on the individual as champions of change. To achieve this, it used a range of communication channels including written and verbal interactions such as newsletters, workshops, intranet messages, heart-to-heart conversations, etc. The management team at CSP UK expected certain hindrances like the lack of trust in managers and resistance to change (restraining forces) and was well equipped to meet these challenges. Change in itself can be a violent process, especially in terms of restructuring, recruitment and redundancy, so mediating and actively listening to the fears and desires of its stakeholders is crucial. Beer (2001, in Hayes) stresses the importance of upward communication and underlines the need for information distribution and individuals buying-into the need for reform. At the moment, there is collective support from individuals, teams and departments to improve its culture. In effect, the Journey sought out to manage a psychological contract based on core values that shape outcomes relating to job output. Measuring the Outcomes of Change The Journey program contributed hugely to the viability of business at Corus Strip Product, UK. Its production volume has increased by 4.5% to a run-rate of 5 million tonnes. Absenteeism is at an all time low and there has also been an improvement of goods and service to its customers. There are stricter targets for Health and Safety; with safety teams tasked with maintaining an accident-free environment. These have all contributed to the establishment of a robust business especially in the backdrop of harsh economic realities in 2008 and 2009. Crucial business forecast for 2009/2010 predicts cost reduction of approximately  £250 million. In order for an effective transitional period at CSP UK, it developed integrated feedback mechanisms that made the review process easy, and its adaptability to meet new deadlines. Midway indicators were set to integrate the workforce into achieving stated objectives. There has also been a massive number of quick wins, which has contributed to a greater yield and continues to improve the cost-effectiveness of the business. RECOMMENDATIONS This report has raised the issue of an organisational-wide business process re-engineering (BPR) at Corus as reinforced by gains showed at its sub-division (CSP UK) from implemented reforms. The plant is on target to attain a 20% reduction in cost of production of steel. Using CSP UK as a model, organisational structures can be redesigned world-wide that are more flexible and less hierarchical to accomplish faster and more adaptable responses to changing markets. For sustainable growth, Antonacopoulou Gabriel (2001); Argyris (1991) argued for the need for new learning to occur during the change process to allow for a gradual transformation of Corus from an organisation learning (OL) to being a learning organisation (LO). To be ahead of rivals in the sector, Corus has to continually invest in new systems especially apprenticeships to renew its workforce and to create a forward-thinking environment. Strebels cycle of competitive behaviour (in Hayes 2007) illustrates the importance of Corus having the adequate structures that it uses to predict technological, political (e.g. new laws) and economic changes in the steel industry. In the 1970s competition was fierce with rivals reacting to add value to their products to maintain market relevance. This led to an oversupply of products (breaking point) with insufficient demand and a consequent downturn leading to job losses. CSP UK acted rightly to formulate efficiency strategies resulting in Total Quantity Management initiative (TQMs) to improve competitiveness and productivity. Total labour cost is low (~13% of total cost) in contrast to energy and raw materials, e.g. assembly line cost at 40-50% of total cost, indicating excesses to expenditure here. Therefore, there is an opportunity to thoroughly review work efficiency (especially energy and raw materials) and reassign sufficient resources to improve innovation, staff management training, development, shared values and time and apprenticeship (transfer of learning). This comprehensive approach to organisational development is reflected in the thinking of the management. we cannot solve our problems by spending; we cannot solve our problems by cutting back. The only way to meet our challenges is to change how we go about things. (quote from Managing Director of CSP UK). The poor perception amongst the public on how CSP UK handles environmental issues has to be addressed without delay. Records show that carbon dioxide emissions have fallen by 10% and its standards now exceeds government criteria for carbon emissions. A public relations initiative using a variety of channels (including internet, bill boards, television and radio, telephone messaging, etc) is needed to show the significant improvement in the companys impact on the community. There is some evidence of failure in previous programs even though the firm supported the concept of modernization. Due to the punctuated nature of change, measures have to both be incremental and transformational in nature to be effective. The Journey program gave a clear picture of the need for coordinated organisational changes within its structure, learning and culture (Burnes, B. 2009). Evidence of this is found in the way it worked in partnership to re-define its eight (8) core value that now steers everything CSP UK does and what its culture stands for. Corus Strip Products UK achieved this by winning the support of all employees as champions of change and supported a culture of frank engagement, avoiding the us and them mentality. This in turn challenged barriers of change and delivered a workable strategy that built a sustainable business for future generations. This culture must constantly be revived, reviewed and guarded carefully for future growth and development at Corus. CONCLUSIONS Due to the case-based evaluation of this report, there are limitations to the assumptions that can be made. However, it was evident that there was the need for organisational change to retain sustainability at Corus Strip Products UK. The Journey helped CSP UK weather the storm despite the economic downturn, with the company now benefiting from the gains of the program. This has enabled the business to construct a feasible business model that focuses on organisational transformation and establishes its growth and profitability margins; to maintain its ability to attract investment and capital from governments, big businesses, and individuals.

Music - The Hip-hop Movement Essay examples -- Exploratory Essays Rese

Music - The Hip-hop Movement Hip-hop has become a new cultural phenomenon in North America and has become quite popular all over the world. Hip-hop began in the 1970's in New York City where it has its origins in the African-American community. However, because of music videos, Hip-hop culture has become accessible to everyone in society and has merged into mainstream pop culture. Hip-hop culture may not have been as popular if it was not for the accessibility of this new media. The Hip-hop movement began in the 1970's in the Southern Bronx of New York City. There are endless controversies surrounding the beginning of hip-hop, as no one is really quite sure what was the defining point. However, what is evident from every critique on this movement is that hip-hop began as a reaction to the economic and social situation in New York City. Jeff Chan, the senior editor and director of a hip-hop culture website, believes that the first incidence of this new social movement occurred during the summer fires in July, 1975 when "40 fires were set in a three-hour period" ("Born"). He further notes "slumlords were employing young thugs to systematically burn the devalued buildings to chase out the poor tenants and collect millions in insurance. Hip-hop, it could be said, was born in fire" ("Born"). As people in the Bronx began to respond to the situation they found themselves in, other signs of cultural change emerged. For example, in 1972, the residents of the Bronx st arted to post graffiti on walls or other surfaces where the public would view them. They were defying public standards and "tagging" private buildings as a way of taking ownership of their own environment, if not literally, at least figuratively (Tate). A few years la... ... Rivers Press, 1998. Ogg, Alex, et al. The Hip-hop Years: A History of Rap. Trans-Atlantic Publications. Amazon.com. 4 Mar. 2001. pp. 5. 10 Mar. 2001. http://www.amazon.com/exec/ obidos/ASIN/0752217801/ref%3Dase%5Fbboyscomhiphopcu/107-7732669- 9666131. "Soul Train Awards Roll Into 15 Years - Black Musicians Honored in Saturday Telecast." Toronto Star 2 Mar. 2001. 4 Mar. 2001 http://www.thestar.com/apps /AppLogic+FTContentServer?pagename=thestar/Layout/Article_Type1&c=Article &cid=983550557972&call_page=968867505297&call_pageid=968867505297&ca ll_pagepath=Entertainment,Life/Fashion. Tate, Greg. "Hip-hop." Britannica Online. 16 Feb. 2001 http://www.britannica.com/bco m/eb/article/5/0,5716,128675+1+117537,00.html?query+hip%20hop%20dancing The Mind Squad. "Who is Killing the Spirits of Hip-hop?" The Source

Bright Light Innovations SWOT Analysis Essay

A group of professional members of Colorado State University excited about developing and marketing the product The Starlight Stove consumes 50 to 70 percent less fuel than regular stoves The stove generates electricity from a thermoelectric generator. Competitors do not offer the same features as the Starlight Stove. Increase household income because Starlight Stoves allows families to focus more on earning more money rather than collecting fuel or wood to generate electricity The Starlight Stove costs less than the competition Weaknesses The university is a non-profit organization, making it harder to find funding Working adults in Nepal make between $1 and $3 per day Less than half of the Nepalese population can read Marketing campaign needs to be adjusted based on technology limitations Management is launching its product in a very unique culture with economic uncertainty that can bring many challenges to the team Opportunities Offer an innovative product, Starlight Stove, where consumers can safely cook Expand to the Nepal market as the climate is accessible to promote the new product There is a target market of 89 percent of households that need electricity in Nepal The Starlight Stove will directly contribute to the reduction of erosion and flooding in Nepal Starlight Stove technologies can increase household efficiency by more than 20 percent per day Children can focus more on education because Starlight generates more hours of light Threats Streams and rivers can create micro-hydropower, allowing households to generate electricity at no additional cost Solar panels can offer electricity to many households Nepal’s division into 75 districts creates a market segmentation that become a true challenge when introducing the new product The management team not  being able to find a funding institution that can provide loans to the Nepalese people Evaluation of Alternatives Bright Light Innovations has a series of considerations that need to be reviewed before making final decisions. Introducing a new product on such a unique market can represent a lot of challenges for management (Mckeever, 2005). Culture and population are important factors for management to evaluate before reaching onto this market (refer to Appendix A). There are good factors such as climate and social needs that make Nepal a strong market to introduce the stove business. However, funding and household income are big concerns for management because even though there are a lot of strengths and opportunities for Bright Light Innovations in Nepal, treats and weaknesses can negatively impact the launching of the Starlight Stove in the Nepalese market. Management wants to be a for-profit business and in order to make a profit they would have to sell the Starlight Stove for $80 per unit. As described in the case, there are about 9.2 million households in Nepal, but the GNI per capital is approximately $400. Nepalese people do not make more than $3 per week, which limits management when making pricing decisions. Micro-financing might be a possibility but they have to consider that not all households have a fixed income. Consequently, finance institutions might be hesitant to provide loans to some of the families. Since management does not want to look to donations, grants, or government relief, they will have to reach onto business leaders, government members of Nepal, and other institutions to expose the product and all the benefits it can bring to the country. As described above, some of the benefits of the Starlight Stove are: offers an innovative technology where consumers can safely cook, contributes to reduce erosion and flooding in the area, increases household efficiency by more than 20 percent per day, and generates more hours of light which can help children focus more on education. If Bright Light Innovations decides to manufacture the Starlight Stove locally, it can represent an increase in local jobs, income per capital, and children’s education. In addition, it can drastically decrease deforestation and indoor air pollution (top ten causes of mortality). Therefore, strong marketing strategies and decisions have to be introduced to effectively promote the Starlight Stove throughout the 75 districts (60  villages consisting of 450 villages). Management needs to carefully consider the marketing plan for this product since there are technology limitations and only half of the adults can read in Nepal. Support of Recommendations Market segmentation allows marketers to understand customers’ needs and identify target markets (Peter & Donnelly, 2011). Bright Light Innovations will be able to evaluate different segments to determine differential advantages in each of those segments. Furthermore, management will be able to determine any of the particular marketing mix for a more successful strategic plan. Market segmentation can be obtained by researching geographic data (zip code, region, etc), demographic data (age, occupation, nationality, etc), psychographic data (social status, personal type, etc), behavioral data (customer behavior), or any other data that can be beneficial to the research (Kawasaki, 2004). According to Hyman and Sierra (2010), before a service or product is introduced into the market, the marketer needs to have a good understanding of the consumer’s needs and preferences. For that reason, it is recommended that management considers all of the limitations and challenges that t he Nepalese market has for the Starlight Stove. Major decisions need to be made by management to effectively make profit on this product. Therefore, since there are similar characteristics in northern India, management should consider this other market as another possible option (see Appendix B). India is a far more developed country than Nepal. India is ranked in the lower-middle-income group with a GNI per capital of approximately $1500 (The World Bank, 2014). On the other hand, Nepal is ranked in the low-income group. There are other possible markets in South Asia that can be consider and might represent a less challenge, especially since management is looking to make profit. Bright Light Innovations needs to consider GNI numbers before deciding where this product will be launched. Because there are technology limitations in Nepal, management will need to create a marketing campaign that can be clear and easy to understand by the Nepalese citizens. Magazines are always a great source of marketing, but these can represent a chal lenge in Nepal since only half of the adults can read and 11% of the households have electricity. Therefore, visuals and signs can be strategically placed among the different villages to target the corresponding districts. Bright Light  Innovations can go to the schools and educate the children about how the Starlight Stove can benefit their families and their lives as they represent the future generations in Nepal. In this way, children can speak to their parents about everything they have learned about this new innovative and affordable new product. Management can also arrange meetings with each of the local governments to introduce the product and explain all the benefits that can bring to the local communities. In this way, local government officials can help Bright Light Innovations hold local gatherings with audio-visual systems that can attract as many villagers as possible. Management can speak to the crowd about the benefits of the Starlight Stove and demonstrate its features through a live demo or lively entertaining video. The audience will get to know the product and understand the positive impact that can have for their families and environment. A market segmentation process has to be created to determine the households who have electricity and target the appropriate market to obtain an analysis of consumer’s needs and preferences (Fiore, 2005). Management will have to create a strategic marketing plan to reach those customers who already have electricity (e.g. solar panels) and might be interested in saving money. According to Perreault, Cannon, and McCarthy (2013), marketers need to do a competitor analysis to â€Å"compare the strengths and weaknesses of your current (or planned) target market and marketing mix with what competitors are currently doing or are likely to do in response of your strategy† (p. 63). For example, promotional materials are important factors in the success of a marketing plan (Horvà ¡th, Mitev, & Bauer, 2014). Management need to create advertisement with lots of visuals that provide information about the Starlight Stove to attract villagers from different areas. Bright Light Innovations needs to find a financial institution that can offer flexible loans to the Nepalese villagers as household incomes vary from district to district. If the product is manufactured locally, which can save a lot of import taxes, management might consider establishing a discount program for the employees. As a result, more locals will be able to afford buying the Starlight Stove, increasing brand name and brand loyalty throughout the villages. In today’s economy, marketing strategies have to be flexible enough to accommodate market needs and preferences. The long-term success of a product comes from strategic marketing plan ideas and â€Å"long-term marketing  and brand building that can directly impact the competitiveness of a company, especially by differentiating it from competitors, and product placements part of long-term marketing and brand building† (KramoliÃ… ¡ & KopeÄ kovà ¡, 2013, p. 98). References Fiore, F. F. (2005). Write a business plan in no time. Que Publishing. Hayrynen, K. L. (2014). It’s all about marketing. International Journal Of Metalcasting, 8(3), 7-12. Horvà ¡th, D., Mitev, A., & Bauer, A. (2014). Winning media strategies in the time of the economic crisis. Vezetà ©studomà ¡ny / Budapest Management Review, 45(2), 46-52. Hyman, M. R., & Sierra, J.J. (2010). Marketing research kit for dummies. Wiley Publishing, Inc. Kawasaki, G. (2004). The art of the start. Palo Alto, CA: Portfolio. KramoliÃ… ¡, J., & KopeÄ kovà ¡, M. (2013). Product Placement: A Smart Marketing Tool Shifting a Company to the Next Competitive Level. Journal Of Competitiveness, 5(4), 98-114. Perreault, W. D., Cannon, J. P., & McCarthy, E. J. (2013). Basic Marketing: A Marketing Strategy Planning Approach. (19th ed). McGraw-Hill Irwin, Chicago, IL Peter, J. P., & Donnelly, J. H., Jr. (2011). Marketing management: Knowledge and skills (10th ed.). New York, NY: McGraw-Hill. Sapkotas, C. (2013). Economic growth, trade & development policy. Retrieved from: http://sapkotac.blogspot.com/2013/09/will-nepal-graduate-from-ldc-category.html The World Bank. (2013). Retrieved from: http://data.worldbank.org/country/india Mckeever, M. P. (2005). How to write a business plan. (7th ed). Berkeley, CA: Delta Printing Solutions, Inc.

Analysis Of The Book The Cold Nights - 1221 Words

The page was crammed with writing, a sea of chaotic words; each letter dancing back and forth to find its place. The sentences were arranged in an unintelligent disarray. Berserk symbols were drawn hastily over the crumpled paper. 4:13am. The light had gone out of my life. The night came mumbling sweet nothings, luring energy from her already weakened muscles. There was no trace of warmth left, nothing of the summer or the alluring kiss of the vanquished sun. The hours promised to pass slowly. The cold nights were infact the longest, or so it felt that way. Every night was a delusive scuffle of conflicting thoughts. Twelve o clock morphed into one and then two and then three. The time ticked by, marked only by those changing numerals.†¦show more content†¦Life was caving in on her. Her head was too delirious. Each thought bounced around inside her skull like a disoriented swarm of bees. Now and then they stung. Must be hornets, not bees. Bees died after one sting. And the same thoughts were stinging her again and again. It was winter. A colder, more frigid winter I do not think there ever was in the small town of Montana. We were embraced with happiness; the branches of the tree formed an arch with the weight of the snow, leaves crisped from the frost. I remember that winter so well, certainly because the season was so little in tune with our thoughts. Allison and I, poked at the hershey kisses and soft marshmallows, watching them melt into the hot chocolate. It s too cold to play hide-n-seek- Boo, she quivered. Letting a little giggle escape from my mouth, I insisted on still playing. In the past she and I had often played, hiding from each other; yet when we found each other once more, it was a fit of laughter. That day, however, all was changed. It took me a long while to discover Allison. She had hidden herself in the depths of a dark cupboard, in the shed with a fallen roof slate. On the satellite images the hurricane had looked beautiful, a perfect swirl of white no more threatening than cream stirred into coffee. No one had given it much attention, or more so, they had secretly prayed for it to turn away. But instead, it left our town like twisted metal. People cried.