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Emerging Issues

In Management
Final Report

Group
members
1.Do Duc Viet
2.Nguyen Thi Thu
Huyen
3.Dinh Thuy Dung
4.Nguyen Thanh Van
Class: E6 – FBA
5.Nguyen Duc Viet
Instructor: Mr.Ngo Quy Nham

OVERVIEW
Introducti
on
Change
s

2

1

Resistances
to change
Risks
Manageme
nt

Forces to
change

4

3

Strategie
s

6

5

7

Program
to change

8

Conclusio
n

1
INTRODUCTION

2013 Cellphone S 2014 .2011 CellphoneU K 2011 .HISTORY AND DEVELOPMENT 2007 .

MÁY TÍNH BẢNG 200 NGÀN KHÁCH HÀNG 8 NĂM CELLPHONES HÌNH THÀNH VÀ PHÁT TRIỂN 5000 THÀNH VIÊN SMEMBER .HISTORY AND DEVELOPMENT HỆ THỐNG BÁN LẺ VÀ CUNG CẤP CÁC DỊCH VỤ MUA BÁN – SỬA CHỮA ĐIỆN THOẠI.

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Main Business activities .

Company’s position in the market Revenue (2014): 930 billion VND Top 2 seller in Telecommunication Device Business 2015 19 stores .

Core value Consumer’s Satisfaction Become The Pioneer .

2 Forces to Change .

External Forces The differen ces The demand Competition Custome rs satisfacti on Custom er care function Technology .

Internal Forces Business performance Organizational Culture .

3+ 4 CHANGES PROGRAM TO CHANGE .

CEO of CellphoneS decided to hold a meeting of BOM to announce and make plan for “Full set of Cellphones business processes”.Business Process Reengineering MAIN PURPOSES  Standardize all steps of business process  Improve quality of serving In the 1st quarter of 2012. Mr. . Van Nguyen.

Program to change Direct Sales Process .

Program to change Inventory management process .

Program to change Warranty process Synchroniz Informatio ed information n check system Technical Immidiate check ly Working No more day thanof 7 warranty days Customer receive device .

Change in organizational culture MAIN PURPOSES  Create professional working environment  Build up cultural factors In 2014. Van Nguyen. Mr. CEO of CellphoneS decided to hold a meeting of BOM to announce and make plan for “Cellphones organizational culture”. .

there is a leader who is responsibility for its staffs. . In each store. • Organization is separated to many departments in which they focus on main their tasks. revenue. operations.Change in organizational culture Program to change Organizational structure and decision making • Founder does not always make small decisions.

Organizational Structure Board of director Manager Accounting Human resource Customer care departmen t Soft IT Hard IT The chain of store Sales Cashier Transport system IT Security guard Business developme nt research Marketing .

Absolutely. They earned money and always provide new product at first. That’s all. Revenu e Custom er . they had rough time and be estimated to go to bankruptcy.Change in organizational culture Program to change Outcome orientation The outcome they got was temporary. they changed. After this failure. The outcomes they want to achieve are more than revenue those would decide success or failure in an organization.

Change in organizational culture Program to change Recruitment and Training program Mentor Superviso r Encourage Part-time .

Change in organizational culture Program to change Reward policy Main salary Revenue salary Task salary .

5 Resistances to change .

Resistances to change 1.Hiring employees works full – time or part – time.Conflicts between board of director and manager 2. 3.Staffs are resistance affecting to change .

6 Strategies .

Create a sense of Urgency 2. Employees’ involvement . Communicating During Change Efforts 3.Strategies 1.

7 Risks Management .

Risks Management .

THANKS FOR LISTENING .