Business Concepts

We are told that UDV and ADL are essentially the same in product, market reach, product development and consumer awareness, and that both companies sense the need for organizational change to increase profitabilities. Curiously, both companies also had the same net gains in mind when they entered upon their programs to implement structural change. Those goals, if you will, were:

Increased productivity, which would generate more product at a more efficient cost margin.

Develop company-wide motivations programs that would ensure a stabilized employee base.

Develop a strategically-oriented work force at all levels of the organization.

The advantages that were assumed would accrue, once these goals were met, would be improved market position, more innovative customer delineation, and a strengthened organization that could react quickly and efficiently to global changes. These goals were formalized in two change programs -- Towards World Class (TWC) for UDV and Project STAR (Skilled Teams Achieving Results) for ADL.

2. What factors explain the subsequent divergence in approach and outcomes between the two companies?

Factor One: Differences in Conceptual Levels

UDV adopted TWC after a long analytical period in which all aspects of the organization were studied and analyzed. These meetings were held by the Senior Operationa

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ve identities in followers' self-concepts and articulate the goals and the required efforts in terms of those values and identities (Bartone & Kirkland, 1991). The iconic symbol of the wheel as a unifying process of interactivity is excellent, since it shows a closed system in which a strong center is essential. Such a situation is a viable method for helping solve the first aspect of employee motivation, since such an icon allows for flexibility in expression of self-expression, self-consistency, self-esteem, and self-worth. These behaviors include such acts as interpreting the present and the past in terms of the group's values and identity, and trying to come up with an ideological mission, amplifying values and identities by using labels, slogans, and metaphors, linking the amplified values and identities to expected follower behaviors, and emphasizing the group's or organization's uniqueness and importance (Ashforth & Mael, 1989). ADL attempted the same experiment, but with a structural flaw, one which is pointed out in the case. The aim was a flatter hierarchical structure, with shop floor lines working as teams. Restrictive practices which were built into the shop floor organization were to be eliminated, and reward s
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Some common words found in the essay are:
Impairments TWC, Placement Segment, Ashforth Mael, UDV ADL, Buy Anyway, Bartone Kirkland, American Tastesö, Conger Kanungo, Factor Fordism, George James,  , x , x  , shop floor,  x ,  x,   , charismatic leadership, followers' self-concepts, values identities, kanungo 1987, product segment, promotion plans designed, promotion magazines, plans designed sell,
Approximate Word count = 2183
Approximate Pages = 9 (250 words per page)

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