Leading Change At Simmons Essay

Leading Strategies Change at Davita

3331 WordsMar 21st, 201314 Pages

Project: Leading Strategies change at DaVita: The Integration of the Gambro Acquisition Course: MGT 215 Submitted: 7thDecember, 2011

Acknowledgement ………………………………………………7 Introduction………………………………………………………..8 Synopsis…………………………………………………………9-20 Conclusion…………………………………………………………...23 Bibliography………………………………………………………….24

Acknowledgement
I would like to thank God for the strength he gave me to do this course. It was a challenge but through it all he brought me to the end of twelve weeks of studies. I would like to thank Mr. Veron Johnson for the patience and time he took to impart his knowledge to…show more content…

He recruited Harlan clever, to be the chief technology officer, David Barry to be COO (chief operating officer) and Doug Vlchek to lead the organizational change and culture building efforts. When he came to lead the company October of 1999, the organization was in a mess. It had financial operational regulatory and moral difficulties.” They were technically bankrupt, and being investigated by SEC, they were sued by shareholders, had turnovers at twice our current level, was almost out of cash and in general, wasn’t the happiest of place.”(Thiry)
Thiry and his colleagues begin assessing the talent in the company, moving people who could not perform and hiring people who could “get stuff done” (GSD remained a popular acronym in the company; being considered “good at GSD” was the highest compliment a teammate could receive) persons were sent to the billing office, to work on collections and to fix the cash flow problem. In May 2000 more than 400 clinic managers, plus people from corporate headquarters assembled in Phoenix Arizona, for the first of what has become an annual ,corporate-wide meeting. At this first meeting suggestions for a new name for the company were presented. The company’s teammates, the board of directors and senior management collectively voted to chose the new name “DaVita” which in Italian phrase which means “to give life or he/she gives life.” At this

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Overview and Executive Summary This case analysis mainly focuses on Organizational behavior, Decision making, Organization’s culture, Diversity, Values, and Leadership behavior . Today relatively small differences in performance between companies, such as in the speed at which they can bring new products or services to market or in how they motivate their employee to find ways to reduce costs or improve performance, can combine to give one company a significant competitive advantage over another. Managers and companies that use proven management techniques in their decision making and actions increase their effectiveness over time. Companies and managers that are slower to implement new management techniques and practices find themselves at a growing competitive disadvantage that makes it even more difficult to catch up. This case is all about implementing new management techniques like empowering employees and engaging in adaptive organizational culture. Culture leads to predictable behaviors and attitudes that set one company apart from others. Strong agreement to the values, beliefs and norms that constitute culture results in strong relationship to behavior. When culture is well match to strategy, it become the most powerful strategy implementation tool available This case study mainly concentrates on the challenges faced by Simmons in implementing the change program. There is a resistance to change from both individuals and organization. On top of the resistance to change dominant organizational culture exists in Simmons. Leaders can reinforce desirable behavior and discourage undesirable behavior. Culture can be a major asset or liability to an organization depending on whether or not culture leads to desired behaviors. Simmons had the competitive advantage over competitors for almost a century. But due to dysfunctional organizational culture in the organization, Simmons has lost the competitive advantage. In this case study we can discuss and analyze how we can make Simmons competitive again using the organizational behavior and management techniques. Simmons History Simmons, a mattress manufacturing family run company, with a history of over 130 years, started manufacturing in 1876 with nine employees and a $5000 investment. The founder of the company Zalmon Gilbert Simmons in 1875 decided to change their business from wood products to woven wire mattresses, which resulted in great profits to the company. Zalmon Gilbert Simmons was not the inventor or first manufacturer of bed springs. His contribution was in lowering the price so that everyone could afford them. In the early 1920s Simmons had factories in Mexico City, London, and Paris with international operations which was unusual for the era. By 1936, the firm’s overall sales reached $42 million with more than 16,000 retailers carrying Simmons products. By 1978, the company was operating in 15 countries around the world and this is the time Simmons started early forms of E mployee S tock O wnership P lans (ESOPs) although it was formalized in 1989. As a

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