Abstract
Kodak declared bankruptcy for various reasons, not least of all because of their failed leadership and management initiatives. They failed miserably in planning, strategy, recruitment, identifying external threats and the likes. The Kodak problem, on the surface, is that it did not move into the digital world well enough and fast enough. However, when further research was done, it was found that people who ran the show just did not act when they should have. Kodak faced the technological discontinuities challenge, and the management failed to take decisive action to combat the inevitable challenges. It is assumed that the decision makers avoided or made poor strategic decisions. It was due to failed leadership qualities. The organization overflowed with complacency. The company failed to innovate even when one of their major competitor; Fuji, started doing a better job with the old technology. No one at the top had time to even devote their priorities toward turning that problem into a huge urgency around a huge opportunity. The decision makers just didn’t have the time to hear their subordinates. Even though there were those who saw the oncoming problems and had ideas for solutions, their bosses and peers ignored them.
Historically, Kodak was built on a culture of innovation and change. They built on a culture that was full of passionate innovators; naturally in tune to the urgency surrounding changes in the market and technology. It is they who bring in new ideas and keep the company moving ahead of competition. Sadly, complacency set in and these innovators voices were ignored at the top. They weren’t given the power to lead, and they couldn’t innovate, as the heads refused to entertain them.
One of the biggest challenges that any organization faced is the coordination of work among the workers and managers. While most companies have been successful in gathering or statistically evaluating this predicament, many face challenges when asked to act on them. This is so because of the lack of communication between managers and their subordinates. Developing a strong belief and determination among managers and workers can accelerate progressive changes and create a difference. Only those with exceptional influence can change the way an organization runs. It is seen that the more united a team is, the better is their performance. When employees work together as a team and identify a single goal, the organization can expect a healthy growth and prosperity. Human Resource Management (HRM) is a planned approach to managing people effectively. The success of any organizational initiative revolves around their employees and it is the responsibility of HRs to establish a more open, flexible and supportive managerial approach that motivates, develops and manages their employees.
Knowledge generation and transfer is an essential part of a firms’ sustainable competitive advantage. Product development involves a lot of planning. There is no point in developing a product that may be highly technical, if there are no market for them or if the present market standing and reputation becomes obsolete in the near future. If true customer satisfaction is the company prerogative, then there must be a serious debate on whether the company can and will invest in technological product development In order to do so, the first and foremost objective would be to analyze the organizational capability and resource availability to match customer demands. This can happen only if the leadership has the ears to listen to his/her decision making team.
Indulging and encouraging meetings between workers, supervisors and managers can bridge the suspicion that leads to a feeling of insecurity. Effective communication is the borderline to a good relationship between company managers and their employees, and this can come about only when there is a healthy relationship between the two.
Performance is the cornerstone to success and productivity. Performance comes about through the wholehearted and sincere effort of employees of an organization. This is possible only if the employees are kept happy and cared for. Strategies that favour employee retention, elicit competitive bonus schemes, and creates healthy work environment are pre-requisites for employee performance, culminating in higher production.
A highly motivated team can raise their performance to enhance production levels significantly to the point that many employees may well go beyond their leaders’ expectations. However, an unsatisfied and unmotivated team will not be able to bring results. They lack direction and will not be motivated to perform at their best. When they feel that they are being ignored by their management, a sign of insecurity sets in and they will shy from working at their normal best. The most noticeable difference between a high-performance workforce and an average workforce is their energetic and emotional commitment, and this comes with motivation. Unless there is someone willing enough to understand his/her employees and listen to them or discuss issues which could ultimately be critical to that organization’s sustainability or profitability, that organization will fall like Kodak did.
Along with changes in the organizational structure, changes are required to the metrics used to evaluate the performance of employees. Many of the challenges in implementing a new strategy within an organization are due to the tendency of some people to resist change. Carrying out organizational change in a high pressure environment may not be welcome by those who are affected by it. In many cases, the senior staff seem reluctant to change, as it mandates further learning and also because it complicates their well-groomed work pattern. It is for this reason that the management should first review any proposed changes with all affected parties and discuss all the possible advantages and challenges that they envisage with it, before implementing it in the least disruptive manner.
There are various methods to assist in implementing change. Exchanging of views and ideas among groups can enhance productivity solutions; invest in such processes that show rapid returns on investment, implement management changes and all other changes will fall in place, and so on. Many experts have supported these processes as among the best possible solution to the introduction of technology in business.
Some of the initiatives that induce better performance is by rewarding individuals and teams with incentives for their exceptional work output, continuous or periodic training of employees on new technologies or initiatives to bring about a smooth transition in processes, encourage and introduce team spirit through team building exercises and involve all in important management decisions on developmental activities.
There is no doubt that Kodak failed in leadership and man-management. If the leadership had paid heed to what their managers and others had to say for the company, Kodak would not have had to declare bankruptcy. If only importance to involvement of employees in operational management discussions were allowed, Kodak could have profited from it. Ultimately, it is the employees who have a better idea of the difficulties they face when working in tricky situations. Introducing new technology without understanding their necessity can only put extra pressure on the existing workers to show higher productivity without understanding how and why it was necessary. The organization did not have clear goal and lacked proper communication channels. Also, the management lacked in training their employees periodically. There was no team work and the organization only sought profits at all costs. I can say that from what I have studied from Organization Behaviour, I will be able to understand most of the flaws that occur frequently in organizations and correct them using the knowledge that I have gathered through this study. I also know that it is important to engage your staff in any decisions that concern them. This will help me understand the practical and physical difficulties that the employees may face and help eliminate any such contingencies that could harm the organization’s progress. I will also make it convenient for all employees to approach me or any other person with whom they want to discuss issues related to the company’s interest. I will also encourage a rotational policy where every employee will be trained in every area of production so that at any given point of time I am not disadvantaged without a suitable replacement in the case of an absentee. I will give a lot of importance to training, as this is an area where Kodak failed.
There are many number of business tactics, that can be employed to bring about operational changes to manage talent most effectively. Strategy plays an important part in the success of any organization, be it in planning or in execution. Strategic management involves the organizing of the various processes within an organization, be it products, services, processes and systems. Whatever be the decision of its management, it must have the approval and support of its employees to succeed, leading to healthy growth and success. These elements require proper direction to generate an everlasting, successful, profitable, effective and innovative business system. This is the prerogative of a successful strategic business management. Strategy is thus interconnected to technology, for without strategy there can be no changes and changes come about through strategy and technology. Kodak had a lot to learn about prioritizing their needs and need to instigate proper communication.
References
Kotter, J. (2012). Leadership: Barriers to Change: The Real Reason behind the Kodak Downfall, Web, retrieved from www.forbes.com
