This Study Resource Was: Ibm Transitional Change Case Study

Running head: IBM TRANSITIONAL CHANGE CASE STUDY
Introduction
IBM was founded in 1911 which was merged of four companies by Charles Ranlett Flint in
New York. The first name of that was Computing-Tabulating-Recording Company but in
1924 they renamed it to IBM. IBM and several technology companies are motivated by
rivalry to lower and further reduce the costs of their operations. Profits and shareholder value
decline as competition increases. Human resources become easily replaceable and in the case
of IBM many of the inventions it has developed have made it possible for everyone in the
world to do previously performed the job employees based in the U.S. As large corporations
strive to do, there is a lasting effect on societies that embrace those businesses that the bow
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wave of a revolutionary transition is not contained within the business itself but within the
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community as well. In this article, a case study by one of the people who make its services to
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IBM Company will be discussed. Though there are organizations in different regions of the
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United States, there are problems concerning this specific organization. The issues about the
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organizational structure which must be change will discuss in the analysis of this case study.
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IBM TRANSITIONAL CHANGE CASE STUDY
Case Analyses
As far as any normal operating organization assumes, there is a stable organizational structure
that involves a significant transformation and change in strategy and the strategies employed
by managers. The business only sold the profits of the hardware for a substantial duration
instead of the products that consumers wanted and accepted. Management plays a significant
part in structural change. Management will also undergo transformational changes along with
workers, depending on the stage. The management of a production plant in which the whole
company is transferred to another country is no different from those employees who operate
there. It may be an increasing struggle, but management will help minimize pressure as much
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as possible and everything begins with a strong communication. The transition shift is the
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most abrasive and impactful shift. Solutions to this transition are up to the level of
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management that takes the transition into account. Alternatives to the offshoring may be
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considered by a company, including improvements to goods and services it offers. That,
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however, is really a radical change, but it could be easier for an organization to swallow,
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depending on the standards they choose to achieve. This solution will in some ways make
things simpler, but it is still a huge shift and will have a huge effect on the company and its
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employees.
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Need of Changes in Organizational Structure
The key feature of organizational structure is the description of the company processes
involved in the management of the product creation, manufacturing, distribution and sale.
 Technology Change
In the case of IBM, there is need of improving their technology because as mentioned in the
case the hardware and maintenance of the company is at that percentage which can be said
good. “Technology is the key driver of organizational structure of the company”. Software
and hardware need some changes to improve the quality and service of the company.
IBM technology support provides consumers in all sectors, big and small, solve the most
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demanding business needs. They help them spend less time communicating with us and focus
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more on their business. Our service provides preventive treatment from product
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improvements, safety fixes, upgrades and proactive problem-solving through direct access to
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our industry-leading and highly trained support provider. IBM serves clients through
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knowledgeable, expert tech help with genuine investment security. This service is available to
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all customers who are interested in IBM App Subscription & Support. Customers now have
access to trusted IBM partners that provide product-based support level one to level three and
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provide the best solution for personalized offers. Improved output reduces the cost of
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building, operating and maintaining IBM software by obtaining less buys of hardware needed
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for additional power.

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Conclusion
This is a very tough concept for the entire idea of organizational change. Changes are never
simple and are never straightforward or smooth. From senior management up to the lower
level, the effect of a transformational change can be seen in the company. The document 's
plan covers a variety of topics beginning with why changes are required, how changes are to
be introduced, how the changes are to be made public and how the plan is to be enforced.
Each of them is essential in order to make the changes necessary to remain competitive in
today's business market successfully. There will never be any expectation of proper
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performance of the change. An organization can have a well-developed, well-listed and well-
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executed change plan, and it can still fail. It which end up being the wrong kind of shift for an
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organization and the way it is set up. Most initiatives for change fail and a successful plan
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will help to increase the chance. Any plan of transition often raises risks. It is wise to define
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the risks and to build mitigation strategies during the planning phases. The culture of an
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organization is the number one danger for every change initiative. Workers are of course
resistant to change, which helps minimize the effect of the change on workers. The strategy
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against reality is also at risk. Often a proposal looks good on paper, but not in the
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environmental truth. This can be mitigated by modifications during implementation but

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improvements in other respects which cannot be noticed before they occur may have
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detrimental effects.
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Running head: IBM TRANSITIONAL CHANGE CASE STUDY

Need of Changes in Organizational Structure

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environmental truth. This can be mitigated by modifications during implementation but

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