Artifact 1: Recruitment Centers Realignment
Recent developments in technology has enabled us to perform many tasks or meet our necessities easier and quicker. People do not prefer to go to shopping centers which are far away from their neighborhood, instead they order online. That is why; Amazon, Ebay or some other online shopping companies making incredible profits and have numerous members. On the other hand, some other companies such as Walmart, Target, and Sears search for market demand and if they realize a potency for their products in a specific location where they do not have any stores, they open new ones in order to meet that demand. If the opposite situation occurs and they lose their potential, they move their malls to better areas …show more content…
In order to achieve their mission, the recruitment centers must undergo a cultural change and focus on the market rather than the hierarchy. In today’s highly competitive environment, change in the organizations is inevitable because of the extent and rapidity of change in the external environment. The hierarchy culture lies on the premise that the environment is relatively stable, tasks and functions can be integrated and coordinated, uniformity in products and services can be maintained, and workers and jobs are under control. Clear lines of decision-making authority, standardized rules and procedures, and control and accountability mechanisms were valued as the keys to success (Cameron and Quinn, 2005:37). The environmental conditions in which the organizations live demand a response without which organizational failures are the inevitable result. The market culture, on the other hand, refers to a type of organization that functions as a market itself. It is oriented toward the external environment instead of internal affairs to gain competitive advantage. Unlike the hierarchy culture, where internal control is maintained by rules, specialized jobs, and centralized decisions, the market operates primarily through economic market mechanisms. Profitability, bottom-line results, strength in market niches, stretch targets, and secure customer bases are primary …show more content…
The map shown in Figure 2 should not be considered to be stable. It can be affected from different variables and may change in a dynamic manner. On one hand, the recruitment centers should focus on the areas with the highest rates of demands for the application; on the other hand, they should undergo campaigns to attract the people for applying and increase the application rates. The recruitment centers should focus on the external environment, namely the candidate market for the Army. The recruitment centers must have the latest and current tendency levels of the Americans towards attending the Army and meet the demands. The recruitment centers should be results-oriented and their major concern should be with the getting the job done. The employees working in the recruitment centers should have competitive and achievement-oriented characteristics. Success should be defined in terms of market share, the percentage of the Americans having the desired qualifications attracted towards application for the Army. That can happen by the realignment of the recruitment centers, placing them more frequently where the demand is at its highest levels, i.e. darker green areas in Figure 2. If the recruitment centers do not focus on the market culture and realign their placement, it is inevitable for them to not be
Recent developments in technology has enabled us to perform many tasks or meet our necessities easier and quicker. People do not prefer to go to shopping centers which are far away from their neighborhood, instead they order online. That is why; Amazon, Ebay or some other online shopping companies making incredible profits and have numerous members. On the other hand, some other companies such as Walmart, Target, and Sears search for market demand and if they realize a potency for their products in a specific location where they do not have any stores, they open new ones in order to meet that demand. If the opposite situation occurs and they lose their potential, they move their malls to better areas …show more content…
In order to achieve their mission, the recruitment centers must undergo a cultural change and focus on the market rather than the hierarchy. In today’s highly competitive environment, change in the organizations is inevitable because of the extent and rapidity of change in the external environment. The hierarchy culture lies on the premise that the environment is relatively stable, tasks and functions can be integrated and coordinated, uniformity in products and services can be maintained, and workers and jobs are under control. Clear lines of decision-making authority, standardized rules and procedures, and control and accountability mechanisms were valued as the keys to success (Cameron and Quinn, 2005:37). The environmental conditions in which the organizations live demand a response without which organizational failures are the inevitable result. The market culture, on the other hand, refers to a type of organization that functions as a market itself. It is oriented toward the external environment instead of internal affairs to gain competitive advantage. Unlike the hierarchy culture, where internal control is maintained by rules, specialized jobs, and centralized decisions, the market operates primarily through economic market mechanisms. Profitability, bottom-line results, strength in market niches, stretch targets, and secure customer bases are primary …show more content…
The map shown in Figure 2 should not be considered to be stable. It can be affected from different variables and may change in a dynamic manner. On one hand, the recruitment centers should focus on the areas with the highest rates of demands for the application; on the other hand, they should undergo campaigns to attract the people for applying and increase the application rates. The recruitment centers should focus on the external environment, namely the candidate market for the Army. The recruitment centers must have the latest and current tendency levels of the Americans towards attending the Army and meet the demands. The recruitment centers should be results-oriented and their major concern should be with the getting the job done. The employees working in the recruitment centers should have competitive and achievement-oriented characteristics. Success should be defined in terms of market share, the percentage of the Americans having the desired qualifications attracted towards application for the Army. That can happen by the realignment of the recruitment centers, placing them more frequently where the demand is at its highest levels, i.e. darker green areas in Figure 2. If the recruitment centers do not focus on the market culture and realign their placement, it is inevitable for them to not be