HBS (Harvard Business Studies) IT WILL BE CASE ANALYSIS Essay

HBS (Harvard Business Studies) IT WILL BE CASE compendium - Essay ExampleAt the stupefy cartridge holder, over 90 percent of the workforce cannot run official duties in English. The CEO has destine some punitive measures for those who will fail to achieve set scores they will face demotions. As the class is rolled out, employees struggle to learn English. there be many challenges faced including loss of productivity, insufficient sentence to conduct studies, and internal resistance from managers. It is very clear employees are disgusted with the modern form _or_ system of government and are only learning English to avoid being demoted or losing their jobs. Nine months to the deadline, the employees are growing horrendous as they are realizing that it is increasingly becoming clear that they are not going to meet the set scores by the deadline. This has created anxiety and generally disrupted the workplace (Tsedal, 2011). In this paper, this case study is critically analy zed by examining the key conference challenges that are evident in the case study, suggesting alternatives to these challenges and showing wherefore the alternatives will work. The challenges which are likely to be encountered in implementing the alternatives will also be highlighted. CASE ANALYSIS Key communication issues in the case study Radical switch overs in any organization pick out good preparation. In the case of this case study, the radical change was the change in the official row of the organization. The biggest communication challenge which can be identified here is insufficient of it. The manner in which the change in policy was communicated was clearly not the best. It was clearly going to draw resistance. Employees were never given time to internalize the recent changes which were going to take effect. Everything around them was changed overnight including the menu language at the cafeteria. Hiroshi Mikitani relegated communication in this sense to a very naive position. According to Griffin (2003), communication should not be viewed naively as just a transmission of information. He argued that this notion often breeds managerialism, discursive closure, and incorporated colonization (Griffin, 2003, p. 495). It is clear that Hiroshi Mikitani did not have the patience to engage his employees and collect their opinions on what they thought of the new policy. This challenge was similarly seen in the managers the managers were clearly complaining and not on the post of their boss. The implication is that they had no prior information about the change in policy. This is a complete communication breakdown from the side of the CEO and such breakdowns often lead to very slow and reluctant adoption of new policies especially when such policies are radical. Alternatives to the challenges There are many alternatives that Hiroshi Mikitani could have used to ensure that his communication was welcomed. 1. There was a need to involve the employees 2. Hiroshi Mikitani did not involve his employees in deciding on the new policy Their opinions did not seem to matter to him and therefore by assuming this he was indeed communicating separate messages such as they really do not matter to him. According to Tsedal (2012), engaging employees in decision making or in change of policies creates a platform to explain the rationale of creating a new policy. 3. The policy should have been implemented at the managerial level first It could set a spectacular precedence if the policy was