NO PLAGIARISM PLEASEALSO THE REFERENCES HAVE TO BE PEER REVIEWED ARTICLESI ONLY NEED 450 WORDS AND THE INTRODUCTION AND THE FIRST BULLET THAT IS AT THE BOTTOMTHE COMPANY IS COMCAST/XfinityConsider an existing organization you are familiar with, such as an employer, or a company for which you would like to work that operates under a traditional management model. The company’s new CEO is looking to grow the company into a sustainable organization. In her initial evaluation, the CEO realizes that the traditional management approach is not compatible with being sustainable and wants to explore integrating a Corporate Social Responsibility program as an initial step to becoming a sustainable organization.Create a 1,400-word change management brief or report.Explain how change management, in the context of Lewin’s or Kotter’s model (select only one), can help the organization become a socially-responsible organization.Apply Lewin’s or Kotter’s model and outline the following:Define the project goals in the context of change management.I have attached the previous assignment so, you can have an Idea of what I am looking forPLEASE FOLLOW THE INSTRUCTIONS-ONLY THE FIRST BULLET AND AN INTRO-450 WORD ONLY
comcastculture__1_.docx
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Comcast Culture
Angela Bigsby
MGT/426
Professor Popowski
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Comcast Corporation, previously registered as Comcast Holdings, is a multinational mass
communications organization based in America. It is ranked as the biggest television and also as
the biggest digital television organization in the world in terms of revenue. In the rank of paytelevision organizations, it is ranked second-biggest after the AT&T. It also comes in as the
biggest satellite TV organization and biggest home Internet provider supplier in the U.S. It is
also the country’s third-biggest home phone service provider. Comcast offers its services to its
customers in the U.S, including private and business corporates, in forty states and also in the
District of Columbia. The organization’s headquarters are situated in Philadelphia, Pennsylvania.
The code of conduct of an organization is certainly shaped by the type of services it
offers. For Comcast, these services range from movie production to home security systems. In
terms of TV, XFINITY TV airs to clients more of the TV content they adore, anytime, and on
any gadget. Utilizing Internet Protocol (IP) innovation and Comcast’s cloud-empowered servers
and system, the X1 empowers clients to get coordinated pursuit, customized proposals and
applications on TV. The X1, which is accessible crosswise over all of Comcast’s business
sectors, has set an industry standard for home amusement through TV, one that rises above
conventional TV to convey an immersive and customized entertainment experience over all
gadgets. In the field of internet, Comcast is establishing a Wi-Fi system that addresses today’s
issues and also considers tomorrow’s requests by the buyers. It is the highest-speed Wi-Fi system
in North America and one of the biggest in the world, and the establishment our clients need to
control their Internet-associated gadgets and experiences, whether in or out of their homes. Most
Xfinity Internet clients can get to more than 14 million open-air and indoor Wi-Fi hotspots
across the nation at no extra cost. The Xfinity Wi-Fi App makes it simple to find the hotspots.
We convey the speediest in-home Wi-Fi with the Xfinity Wireless Gateway, an all-inclusive
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gadget that gives clients dependably quick speeds with the most scope in their home so
everybody can get online and accomplish more on their gadgets synchronously. Other services
that shape the company’s organizational structure include TV productions and VoIP phone
services.
Like most successful and large companies, Comcast bases its progress on learning new
ideas, both from their clients and from other corporates. All employees are supposed to possess
major governing principles so that other new workers may learn from them. The establishment of
the Code comprises of the accompanying vital norms of business behavior, which are the key
components in setting up and maintaining trust. This, plus other characteristics defines the
company as a learning company. Employees are expected to strictly comply with all the laws,
policies, contracts, and regulations put in place to govern the company’s businesses. By doing
this, the workers will portray honesty, fairness and trustworthiness in their business activities and
relationships with customers and other workers. Department leaders and heads should treat all
employees fairly so as to foster a calm, diverse and a safe environmental. This boosts the
responsibility of the workers and leaders in the workplace. Learning avenues are also created by
leaders by encouraging workers to ask questions on issues they are uncertain about. They should
also seek guidance on issue and also raise concerns about anything so that the company learns of
its flaws or successes. Leaders at all levels also create and sustain a learning culture by ensuring
all sub-ordinates recognize, value and practice the ethical conduct of the company.
A company’s culture plays a huge role in either supporting a change or innovation. First
and foremost, this is usually a question of individual or self-directed change. The undocumented
rule in many companies is to resist changes and initiatives. Most development and training
experts attempting to spearhead enhanced execution or quickened development experience
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criticism and lethargy instead of excitement and engagement. At last, authoritative change
requires singular change. Apparently, most companies endeavor to make up for the huge
insufficiency at self-coordinated change through supervision instead of leadership. Therefore, the
essential building block of an intense cultural working framework is the ability to viably take an
autonomous action. Also, with each worker ready to think and follow up on their own, the
association’s ability to turn and adjust is significantly upgraded. The outcome is amazing levels
of execution and advancement.
Development is smothered less frequently due to the fact that a workforce goes short of
ideas and more regularly due to an inability to produce a viable discussion among contrasting
thoughts. People long for the chance to communicate their point of view. They needn’t bother
with others to concur—they just need to be listened to deferentially. Influential leadership is also
a company culture that affects a change initiative. The most known cultural trademark
experienced in companies is profound pessimism about leaders’ capacity to execute change. A
couple of associations can drive quick, complete change. One change activity after another falls
flat—not on the reason that key thoughts were insufficient, but rather on the grounds that leaders
were unequipped for impacting change in the conduct required to execute on the new thoughts.
Experts who lead the path in making a cultural system are defined by independent
change, open discourse, widespread responsibility and persuasive authority so as to realize the
maximum capacity of their human resource. The big question, therefore, is not whether a
company has a cultural working framework—each association has one. The inquiry is whether
your cultural system is one that advances or impedes nonstop improvement at execution and
development.
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References.
Bevan. R. (April 2011). Keeping Change on Track. The Journal for Quality & Participation, 34,
4-9.
Hofstede. G. (2001). Culture’s Consequences. International Differences in Work-Related Values.
London: Sage Publications.
Kotter. J. (1996). Leading Change. London: Harvard Business School Press.
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