Case Study, Marketing DDS Consulting Institution: Introduction DSS consulting was founded in 1997 with an objective of providing administrative support to the institution or school districts within mountain west and Midwest…
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The growth of DSS is as a result of the complex challenges that faced the small school back in 1990s. This comes as the complex challenges forced the school districts to reduce the administrative cost thus calling for a consultation firm or specialist to solve the situation. DSS responded to its growth by subdividing it organs into different practice department mandate to perform distinct duties. These include the information technology, procurement, and system, facilities planning and contract negotiation. The activities of the different department took place with the help and contribution of its members. That is, a selected manager who reports to the general manager of the company heads each department. However, the groups are subjected to get any technical support from the external sources, for instance in case of any query on the way to apply a certain strategy an individual or group should seek assistance from the specialist and the general manager. The manner or the level of understanding and cohesiveness amongst the member determines the effectiveness and efficiency of the groups. Situation - Change at DSS How DSS unfreezes old behaviors and moving to a new system The transition of DSS consulting was triggered by the changes of the management strategies. This after the founder decided to cut back the engagement of the management of the organization. The new appointed chief operating offer took the duties and responsibilities of overseeing the entire transition process. She instructed the establishment of a new system that is she felt that it is important to expand the organization operation beyond the traditional customer and strive to deliver more services to the target group (large districts). Its objective was accomplished through the development of new reorganizing and service in a customer-focused and cross-functional approach. The two phases of change, and discuss how this transition influenced Chris, her team, and the feedback she received from Meg. The first phase of change in the company took place immediately after the founder cut back their engagement and involvement in the company. The action of the founders forced Meg to come up with strategic planning on how to maintain the company’s position and realization of its success. The chief operating officers therefore went ahead to promote Chris as the head of the Southwest Region team. The other phase of changes that took place is the decision by Meg to transform the organization’s operation that is her decision to reorganize the departments into a cross- functional team entitled to work on different projects. This influenced the realization of the company’s objective due to the commitment of the member of the group. The team members welcomed the new system because it gave room for diverse ideologies target common goals, which in turn was evident through some positive feedback from the districts and the specialist. Mega also supported the changes and commented Chris efforts to work as a group despite the many challenges they encountered. The feedback from Meg was not the expected result after the hard and committed of the group but the group went ahead in accomplishing the projects into the beta testing. Situation: Manager Profile (Chris) Identify the management functions that best reflect Meg’s strengths. Meg stands out as a strong manager with
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Their specific infrastructure is highly minimal: They are a virtual company in many ways, whose rank-and-file staff are often being held up at hotels or the houses of friends or offices of clients. Their infrastructure overhead is thus also nominal. In general, their only fixed costs are basic management and the necessary technology to do research for and assist with clients; aside from that, the firm's operations are variable, able to scaled up or down to the degree of business.
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s group was an initiative of the famous Carol Piras, who has vast experience as an executive trainer and coach, business leader, and organizational consultant. Piras specializes in the provision of domain expertise and knowledge in development and design of leadership
1 Pages(250 words)Case Study
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