Strategies to Turn Around a Division in a Company Essay Example for Free

Strategies to Turn Around a Division in a Company Essay The steps towards turning around an ailing division would require identifying areas that are operational and non operational areas. Thus, both positive and negative elements in regard to the functionality of the system would have to be identified. How these elements would be applied to enhance the performance of the division is of significant. Therefore, I call for a meeting to introduce myself as well as know the team working in that division. In the process, I would give reasons for my belief in the success of the division where I would explore prior achievements and point a way towards achieving such results. I would show that I believe in their expertise and explain my role as to lead the team into achieving success and a good work environment. I would eliminate their fear of loosing jobs and ask them to participate fully in the process to turn around the division. To establish the areas that are functional and not functional, I would engage the employees. Thus, I would ask them to write down what they think works and what doesn’t in the division and give suggestion on what they would want done to rectify the fault. I would also lay out a system where all the employees would access the information gathered and involve them into deciding the best ideas where they would vote on the ideas to implement. I would then discuss with them the results. If I find some ideas not viable, I would explain and open the floor for comments. I would encourage criticism. (Maund, 2001) Communication is vital within an organization and thus I would improve its tools and functions within the division. Thereafter, I would extend this gesture to other departments where I would encourage departmental heads to share information with employees. I would offer incentive for improved communication within and between departments.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   After achieving enhanced communication I would embark on improving the product line. The problem of an outdated product line with diminishing market share is as a result of rejection by buyers. The reasons would list as the product being obsolete, low in quality, very expensive or the wrong audience is being targeted. Thus, I would request the marketing and sales department to conduct a study to determine a solution. The research findings would be open to employees for scrutiny within a set period of time probably, a week. We would effect changes to the product line and ask employees to try the products in the market and ask them for their opinions on them. Note that these would not be free samples to employees. About the division structure, I would not alter to avoid alienating employees. Instead, I would maintain the stability of the previous environment and inject momentum by introducing new tasks and communication tools and functions. However, if there were suggestions through the initial fact findings I would consider structural changes. Last but not least, I would present the fact finding to the top management with reasons as to the course of action I took. In the agenda, I would include strategies of marketing the new product line where after, I would request for funds to launch the new product line stating our expected financial returns. The old product would have to be terminated and therefore, expenses streamlined. (Sparrow and Hilltop, 1994) In conclusion, as much as the success of these strategies would depend on the market, enhanced communications and participation of motivated employees as well as improving non functional systems and maintaining functional systems, are vital into conquering that market. References Maund, L. (2001): An Introduction to Human Resource Management: Theory and Practice: Palgrave Macmillan, Sparrow, P. and Hilltop, J. (1994): European Human Resource Management in Transition: New York, Prentice Hall.