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Quality And Fundamentals Of Organizational Management

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Managing an organization is a complex task, which is putting immense pressure on the mangers with the gradual development of business and the inception of newest technologies. The business of modern age is not just any simple transformation of traditional business with some enhanced infrastructure; it is in actuality more than just a modern version of the traditional form of business (Goetsch and Davis 2014). The traditional form of business was limited to a smaller area of operation; however, the business of modern area has expanded to a vast area. The expansion of business to a vast area can be attributed to the advent of globalization, which has redefined the meaning of competition. The competition is more complex now and companies across the globe are facing tough challenges in coping with the aroused challenges (Alexander and Price 2013). Two are the most important aspects of business, which are facing enormous amount of pressures on the companies. Those two factors are the CSR and the Change Management. Undoubtedly, these two factors have tested the supremacy of irrespective of the companies. The main purpose of the assignment is to analyze the two potential pressures on the organizations and the way out of it for the managers. The assignment thus seeks the remedial actions from the managers on the challenges created in the form of CSR and Change Management.

Responsibilities of managers have now found a new definition, which is more about facing the challenges and finding the necessary solutions to counter those challenges. This does happen for seeking a competitive advantage in the market. The never dying desires to be competitive in the market have out enormous pressures on the managers to think on some strategies, which could actually put forward solutions to all the expected or unexpected problems and challenges (Grunig 2013). The managers are now looking for external competition also apart from concentrating on the internal performance of the team. The added pressures have made their job more challenging from the traditional format of doing business. Handling a vast team is less challenging than responding to the utter competition in the market from bigger companies. The increasing competitions in the market have favoured the destiny of some; however, it has disrupted the business or the reputation of some. For example, Walmart have been able to handle the pressure of competition in most parts of world where the Company is operating. However, some companies have found this tougher to produce the same effect as that of Walmart (Aho 2012).


Organizations of modern world are not just the centre of business only; they are rather more than that. Often, the association of organizations are made with the social responsibility, which has now become the utter component of the business practices. The addition of CSR to the business practices can be attributed to the perspectives of common people, which have created the necessity of feeling the importance of CSR. Companies are now finding this as their utmost solution to earn the competitive advantage in the market (van Aken, Berends and Van der Bij 2012). This is because of the fact that irrespective of the kinds of multinational companies are heading towards CSR related activities. However, the actions have benefitted only to some companies such as Walmart. Arguably, Unilever failed to some extent in meeting with the CSR related expectations, which they had set for as their organizational objectives. Some of the criticism, which the Unilever Company had faced in the past does very well speak about their below standard performance on the CSR. Undoubtedly, Unilever is one of the largest companies of the world in terms of revenues. The Company felt miserably and unexpectedly in terms of CSR related outcomes (Rothaermel 2015).

The driving force behind CSR related activities are some of the theories, which makes this an integral part of the organizations. The stakeholder theory is one of those theories, which governs the importance of stakeholders for a Company. The theory does state that irrespective kinds of stakeholders are needed to be satisfied to attain the maximum adherence of CSR. It is indeed a tough task for the managers and for the companies. However, the stakeholder theory just governs the importance of the associated stakeholders to the companies. The theory is extremely helpful in making an obligation on the companies for adhering to the instructed terms. However, the obligation level depends heavily on the execution of the available resources. Unilever could not sustain with the stakeholder theory; however, Walmart had shown great potential against the created urgency. Some of the techniques are extremely important for achieving the maximum rating in their CSR elated approaches (Puckey 2013).


Managers can make some strategies to reduce the level of challenges posed by the CSR. They need to think on the required strategies. In this regard, they could also follow the footsteps of some other established organizations, which have proved their credentials in the past in the CSR related activities. However, the adherence of approaches depends heavily on the feasibility rate, which is in direct proportion to the available resources of the Company. The companies are needed to have some analysis on the available resources and then plan it accordingly (Klein, Becker and Meyer 2012). They should have a long discussion on how to implement the CSR related activities to attain a maximum success. To implement the CSR related strategies, companies should first categorise different of its stakeholders based on their priority level. For example, Unilever has categorised its customers as the most prioritised stakeholder followed by its employees. It is indeed very difficult to satisfy the requirements of all the connected stakeholders; however, efforts can be given to achieve the maximum outcomes. The most complex part of the list of stakeholders can be reduced by enhancing the involvement of technology (Laloux 2014). For example, the value chain operation is one of the most complex parts of business operations. Nevertheless, it is suppliers are also representing one of the elements of stakeholders. The inception of technology can be used to reduce the complexity of values chains as Walmart did it. This helps in having control on some of the major part of a business operation. This shortens the list of stakeholders needed to satisfy, which is indeed helpful in reducing the burden to some extent from the managers (Scott and Davis 2015).

Acquiring a firm control on the operation of values chain is also a key to produce quality products and have control on the production. The complexity of value chain can be reduced and made sophisticated by incepting technological advancement in it. Moreover, it helps in attaining the own distribution centre, which is important for having an utmost control on the entire manufacturing process (March 2013). This is exactly what Walmart does to perfection. The reduction of complexity of value chains would certainly open up ways for the customer satisfaction as the produced goods and products are directly in the control of the parent company. This indeed is a solution to the complexity of suppliers and the customers, which represent a significant position in the list of stakeholder. Employees are perhaps the easiest of all the stakeholders to handle. This is because of the fact that they are under direct control of the companies. Managers can try to incept some reward system in the Company as this helps the mangers in attaining the maximum dedication of employees. Several of reward system such as extrinsic and intrinsic reward system, job security, employee satisfaction and flexibility with the work-life balance are some of the key ideas, which the managers can use to attain the maximum output from the employees (Slack 2015).


Change management is another important aspect of the modern organizations, which are creating enormous pressures on the managers. Change in the process and functioning of organizations can be attributed to the fact of globalization, which has created revolution in the world of business (Fleischmann et al. 2014). Globalization has integrated different organizations if different geographical orientate at one place. This has to some extent has broaden the concept of business as well as has advanced the organizations in the technological field. However, it has also created enormous of pressures on the managers to maintain a balancing approach with the irrespective kinds of employees from different cultures in the world. Globalization is encouraging different organizations as it is facilitating the entrance of companies into some other market (Alvesson and Willmott 2012). Those companies, which are not performing well in their home country, they have fair amount of chances to perform in some other parts of world. However, it is not always true that globalization does bring happiness at all times. It has happened with some of the companies that they failed n leaving any impression on some other market. For example, Walmart is still struggling to show any significant business growth in the Chinese market. Nevertheless, the Chinese market is one of the fastest emerging markets in the world and is the second largest retailing industry of the world. China is the second largest country in terms of economy power. Despite of all those facts, it has still made few companies struggled especially to the foreign companies. Irrespective kinds of facts, which are associated with the globalization, it can well be concluded that globalization has brought severe competition in between local and foreign companies in the respective market (Hill, Jones and Schilling 2014).

To be competitive in the era of business, which is majorly influenced by the term globalization, it becomes necessary for the companies and the managers that they are responsive enough to the created challenges. The managers need to have some strategies o how to cope up with the changing nature of market. The Lewin’s Change Model is very effective in adopting some strategies for the response against the globalization changes. The change model does speak about three stages, which are very important for managing the required changes in the organizations (Clegg, Kornberger and Pitsis 2015). The first stage of the change model is the condition of unfreeze like in the case of an ice cube, which melts under a fixed melting point. Lewin’s did postulate the importance of unfreeze as this represent the primary stage of the change management. In this stage, the managers are needed to plan strategies for giving response to the created problem. In course of doing this, the managers are first needed to be come out of the existing system and communicate the same with all the higher management and the supervisors (Schalock and Verdugo 2012). Moreover, a healthy communication flow within the organization is necessary for having the mindset for the assimilation to the required changes. The second stage of the change model does speak about the required changes, which are felt as a requirement for being competitive in the market. The managers have a huge contribution in this stage, as they are to discuss the most feasible changes with the organizational capabilities. It is advisable for the managers that they have clear and concise views on the required changes. Once the required changes have been identified, it is necessary to communicate the changes appropriately with all the higher management, the supervisors and the employees (Griffin 2013)


Communicating about the required changes is perhaps the most complex part before the implementation. The required changes might not catch the attention of all those who are associated to the concerned companies by any means. Moreover, it is imperative to have a clear and concise internal communication to facilitate the required changes in the organization. The third and the final stage is that of refreeze, which governs the fact that once the required changes have been strategized, it is the time for its execution to attain the desired goal. The execution of the strategies to bring the required changes is of utter importance and of high pressure on the managers. The managers need to focus on the set strategies and be patient after implementing the required changes. The incepted changes might not brig quick results for them. This is why it is important to have patience after the implementation of the changes is done. This also helps in attaining a maximum profitability of the incepted changes and in making some other strategies for further assistance. The adherence of Lewin’s Change Model is imperative for the execution and handling of the required changes. It helps managers being firm control even under the oddest of the situations (Griffin 2013).

The modern style of business has put immense pressures on the shoulders of managers. The managers are more than just a manager as they are required to perform more than what was perceived from them. The highly changing world of business has put immense pressures on the managers and the organizations. The increasing competition can be termed as a healthy process for the employees as they would have several of job options from different companies. However, it is not a healthy sign for the managers of different companies if it does not find any solution for the required changes. However, the globalization has completely changed the business perspectives of managers. The modern world of business is now more in favour of those who have high level of flexibility with the rapid changing competitive environment. The sustenance of modern day business now depends more on the competitiveness sills and the CSR elated activities.



Aho, M., 2012, July. What is your PMI? A model for assessing the maturity of performance management in organizations. In Proceedings of the International Conference on Performance Management: From Strategy to Delivery, PMA 2012.

Alexander, K. and Price, I. eds., 2013. Managing Organizational Ecologies: Space, Management, and Organizations (Vol. 22). Routledge.

Alvesson, M. and Willmott, H., 2012. Making sense of management: A critical introduction. Sage.

Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction to theory and practice. Sage.

Fleischmann, A., Schmidt, W., Stary, C., Obermeier, S. and Brger, E., 2014. Subject-oriented business process management. Springer Publishing Company, Incorporated.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Griffin, R.W., 2013. Fundamentals of management. Cengage Learning.

Grunig, J.E., 2013. Excellence in public relations and communication management. Routledge.

Hill, C.W., Jones, G.R. and Schilling, M.A., 2014. Strategic management: theory: an integrated approach. Cengage Learning.

Klein, H.J., Becker, T.E. and Meyer, J.P. eds., 2012. Commitment in organizations: Accumulated wisdom and new directions. Routledge.

Laloux, F., 2014. Reinventing organizations. Nelson Parker.

March, J.G., 2013. Handbook of Organizations (RLE: Organizations) (Vol. 20). Routledge.

Puckey, W., 2013. Organization in Business Management (RLE: Organizations): A Guide for Managers and Potential Managers. Routledge.

Rothaermel, F.T., 2015. Strategic management. New York, NY: McGraw-Hill.

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van Aken, J., Berends, H. and Van der Bij, H., 2012. Problem solving in organizations: A methodological handbook for business and management students. Cambridge University Press.

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