Executive summary The tire industry is a very hawkish industry with major players such(prenominal) as Bridgestone Corporation; The Goodyear travail and Rubber Company and Compagnie Générale diethylstilbestrol Ãtablissements Michelin. Competing in this market with low margins has been hard for Continental AG before 1995. They have been losing money due to their high manufacturing be and not able to compete against big competitors. Von Grunberg was appointed as new CEO in 1991 and has implemented several budges for the doggedness of Continental AG and growth. Cutting labor costs by shifting manufacturing processes to low labor cost countries and restructuring the organizational strategy through innovation and differentiation has been are the main changes implemented. Continental AG has used different sets of theoretical change strategies and tools as a combination to become a learning organization. Models such as Kurt Lewin field forces, Kaizen, Michael Porters generic strategies and Liedtkas thinking model have all been implanted all over the years. Building theoretical knowledge in practice is a good way of understanding that it is clearly in correlativity with the practical side of management. Through the combination of historical models and face to the internal and external factors is the key for revival.
Table of contents Introduction The initial change strategy The underlying assumptions of strategic thinking Change tool applied The modification and instruction process of the change tools and solutions Evaluation of election strategies Evaluation of alternative change tools/solutions Justification of the given intervention Conclusion Appendix References Introduction This report has been created for the purpose of examine an active company within the business environment that has had a change intervention authorized by Curtin Business work to get an insight on how theory can be applied into practice.... If you want to get a full essay, tell apart it on our website:
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