ENTREPRENEURSHIP AND INNOVATION

Entrepreneurship And Innovation



Table of Content

Introduction3

Problems3

Employees3

Additional Resources4

Culture5

Employees Performance6

Action Plan6

Decentralization6

New systems7

Retaining Employees8

Flexible work schedules10

Stress management for employees13

Possible solution15

Motivation15

Collabration15

Conclusion16

Entrepreneurship And Innovation

Introduction

To critically evaluate and recommend alternatives, a brief description of the business crisis facing the company and the consequent need for a change in business strategy of the company in general is necessary.

In mid 2000, the company's United Kingdom-based computer x is facing major challenges in an increasingly competitive market. In late 2000, the company X`s revenue rose only 3% compared to its competitors' And with 38% and Z with the stock price 65% Some analysts believe that the stalemate was the result of different work culture is practiced in the company X and had been unfavourable in the Internet age of today's business. Campbell, the current manager was successful in projecting earnings for this year however; the immediate result show quarter net earnings were well below market expectations (Handy¸1995, 33).

Problems

Employees

Subsequently, the government exercises its power of warranty by installing a new president and two new directors, one of whom was Lewis. Lewis was a man of insight he realized that the only way to company X was going to survive the long-term planning and this is achieved by formulating a strategy for new products and a complete change in the way doing business. Sparrow P 1995 International Computers Limited (ICL) In: J Hiltrop, Sparrow P (eds.) European Casebook on Human Resources and Change Management Prentice Hall, pp 110-122 Reduction: The rapidly changing global environment with respect to technological advances and competition in the industry and the subsequent decision to change ICL hardware for systems of total differentiation, directed the MD to pursue a new strategy based on strategic alliances (Handy, 1995, 196).

The main reasoning behind this was that it allowed the company to enter new markets and gain access to new technologies faster than would be possible if the company acted for itself. This new approach and the current financial crisis led to the need to restructure the financial aspect of the organization. This was achieved primarily through staff reductions in a number of product areas and a set of procedures for dismissal. As the case does not explain in detail the actual dismissal procedures, it is difficult to make assumptions of the company.

Additional Resources

The availability of additional resources, along with the need for a more recent set of skills and limited financial resources appears to be a justification for the course of action taken by the company. Cultural changes: Armstrong (1999) cites the work of Furnham and Gunter (1993) defines culture as "shared beliefs, attitudes and values that exist in an organization. Put more simply, culture is" the way we do things here”. With the changes in product strategy and recent collaborations was the difficult task of changing aspects of the cultural values of the organization (Seymour¸1996, 78).

Culture

The company traditionally accepted what theorists generally refer to culture as a role. This refers to organizations operating in relatively stable, with more of a focus on the procedure, hierarchy and ...