Describes an organizational structure simulation for the Synergetic Solutions company in which the writer participated.
Written in 2005; 1,094 words; 6 sources; APA; $ 38.95
Paper Summary:
This paper discusses the writer's participation in an organizational structure simulation for the Synergetic Solutions company. The paper first explains that the simulation required Synergetic Solutions to make a dramatic operational and structural change due to the demands of the market, competition and a decreasing demand in the marketplace for their existing product. The paper then discusses the potential ethical ramifications of the change that the writer had to consider as the change agent in the simulation, as well as his decision to use action research as the change management strategy. The paper concludes with a discussion about what lessons were learned from the simulation.
From the Paper:
"In the simulation, Synergetic Solutions was forced to make a dramatic operational and structural change due to the demands of the market, competition and a decreasing demand in the marketplace for their existing product (computer refurbishing). Internal drivers for the change may have included a desire for additional revenue, company growth, personal drivers of the CEO, environmental pressure and others. "Companies in every industry are increasingly being challenged to build the capacity for change, not only in response to competitive and technological pressures but also in anticipation of those changes" (Kerber, 2005). Regardless of the drivers for the change, the change agent in the simulation was given a hefty financial goal along with the responsibility of effectively driving the requisite changes."
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