在本篇代写价格-西方企业变革管理的案例分析中人们发现，西方国家有一个由高度个人主义观念驱动的计划。这些公司被发现有一个更混合的领导模式。所使用的方法是一种更“面向推”的方法。在这个体系中有一种顽固的个人主义。公司努力限制公司的规模，创造一种专注于个人的执行风格。下面将讨论一些案例分析。麦晋桁(John Mack)在1993年为公司创造了一个较新的范式变化。该公司的目标是概括“特许经营的价值”。为了实现这一理想，需要鼓励团队合作。重点是改变公司文化的意识形态(Brynjolfsson和Hitt, 1998)。公司努力在创新和保持公司原有理念之间取得平衡。为了实现这一目标，公司专注于重组和重新分配。接下来有关代写价格-西方企业变革管理的案例分析如下：
The western nations are found to have a scheme that is driven by highly individualistic notions. These companies are found to have a more hybrid leadership model. The approach that is used is a more “push-oriented” approach. There is a rugged individualism that is forayed into the system. The companies struggle to limit the size of the companies and create an execution style that is focused on the individuals. Some of the case study analysis has been discussed in the following.
John Mack in 1993 created a newer paradigm changes for the company. The company’s goal was to recapitulate the “value of the franchise”. There was the need to encourage teamwork to meet this ideal. There was focus on changing the ideology of the firm culture (Brynjolfsson and Hitt, 1998). The company strived to achieve a balance between innovation and maintaining the original ideals of the company. To achieve this, the company focused on reorganizations and reassignments. The people were asked to change their managerial skills. The people who showed potential were selected by the CEO Mack (Brynjolfsson and Hitt, 1998). A management team of people were built by the company and they were asked their ideas to commit to the specific place in the organization (Brynjolfsson and Hitt, 1998). The notions of DeLong were used by the company to develop professional human resources management organization. For this, a separate human resource department was created by the company (Brynjolfsson and Hitt, 1998).
This particular company focused on bringing the change into the formation and the structure of the company. The ideals of culture and the need to change the management practices were discussed by the company.
In this company, it was deemed that the managers of the company were paying more attention to the initiatives of the short term financial goals. The company, as an inception step, reduced the expenditure and started to focus on the long-term effectiveness of the company. The company tries to improve the working capital and focuses on reduction of the sales (Kanter and Weber, 2002). Initially, the company was not addressing the real problem of trade. It was focusing on cutting costs. There was a lack in innovation that caused the company to face issues (Kanter and Weber, 2002). However, there was a product differentiation strategy and a number of newer products were rolled into the markets. The company used the existing brand image to leverage its presence in the markets. They procured Duracell and were able to gain a competitive edge in the markets. Even though the market share of the company was primarily from razors and blades, the company started a differentiation strategy. These were the business level changes that were incorporated into the company. However, there was a delay in implementation of the changes within the company. The company functioned on a schema that was similar to the Chinese companies. There was a system of valuing seniority over competency. This was not deliberate efforts of the company to mimic Chinese systems. However, the Matrix system that works in China did not work in this company (Kanter and Weber, 2002). The people wanted more accountability from the top management and the company was considered to have adopted an approach of matrix system of hierarchy. Even though the power distance index in the company was relatively lower, the company was not able to compete in the markets based on this paradigm (Kanter and Weber, 2002).