Adapting to Change: Ethical Principles in Change Management - Essay Sample

Introduction

Change management is a universal aspect present in many business organizations today despite their size, industrial activities, and age. Dynamic setting calls for regular changes in business organization, for one to be successful in the current challenging business environment it is essential for an organization to weigh up the need for instigating the changes regularly. However, along with the challenges for change, significant questions concerning ethical principles in change management should be acknowledged and dealt by those who instigate and execute the changes. Ethical changes are usually the missing constituent in many change management models; this is because during the process of change these standards call for sacrifice from both the corporate managers and employees. Each business organization is striving to move forward by implementing an ethical management system which will boost the strengthens as well as the potential of its operations thus enhancing its competence. Any business organization is supposed to deal with unanticipated business situations. Besides, change can also be productive in a way; it can make complex situations incredibly simple and also help to advance business activities through implementation of new ethical innovations.

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3D Matrix

3D Matrix was one of the pioneers of the three-dimensional integrated circuits. Its entry into business was inspired by the internet bubble, of which the company executives initially sought to take advantage (Segers, 2006). The people at the center of the company's decision-making were the company's CEO, Dennis Segers, the COO, Siva Sivaram, and the VP of Sales and Marketing, Dan Steere. Their decisions had an obvious impact on the treatment the customers would give the product - at the time, non-rewriteable memories - upon its implementation. Besides the management and customers, the other players in the business were other strategic partners, with whom the company would form strategic relationships of mutual benefit. The most important player, however, is the customer, who, through their treatment of the product once it hit the market, would provide insight into the 3D Matrix's viability in the long term.

Analysis

The major problem that afflicted 3D Matrix was its inability to find a strategy that works; one that promotes the company's business sustainability over time, promising positive returns to the shareholders and value to the consumers. By failing to create a product that captured the interests of the consumers at the beginning, the company did not balance risk and reward effectively. The struggled to fit market requirements with the product. They considered the limiting aspect of the non-rewriteable memories they had initially intended to produce but eventually decided that the market would be more receptive than industry players were willing to admit. If this decision had been the most suitable one when the company started, they would have entered the market without the initial reservations that potentially stunted its launch and subsequent development.

The major decision that needed to be made was to make 3DM products that would fit the market requirements. They struggled to find models of their products that would ensure an appropriate balance of risk and reward. One significant issue that would affect the decisions that 3DM needed to make is stiff competition from companies like Ovonyx, which was then working on the Ovonic Unified Memory (Segers, 2006). Other products in the same market were the NAND Flash and Mask ROM. Knowing how to beat this competition effectively is another substantial issue that 3DM had to confront. Determining the most appropriate partners with whom to work in making their products and subsequently pushing them into the market was difficult.

Conclusion and Recommendation

The prime objective of Matrix Semiconductor Inc. is to enhance the effectiveness of an organization, establishing and improving the relationships within the organization, with and between employees as well as the shareholders. The Matrix Semiconductor Inc. development of organizational relationships as well as human dynamics and the involvement practices associated also assist in implementing the changes needed with the assistance of the corporate Managers who manipulate change in their sphere of influence. The interference of change management is usually subjected to moral, ethical problems; they regularly have disconcerting effects on the emotions of employees even when the managers are acting within an officially authorized framework of executing the changes for Matrix Semiconductor Inc. The solution may have been to make their company culture as customer-centric as possible. They tried this strategy at the beginning, which led them to identify the non-rewriteable memories as an untapped market. D'Aveni (2010) argues that a culture that prioritizes the customer is abler to identify the challenges they would want solved, which provides ideas about the market into which they can tap. In seeking strategic partners, it suffices to participate in conferences and workshops that feature companies or individuals invested in the same industry or business idea. The solution to finding the product to fit the market would have been for 3DM to consider building both rewriteable and non-rewriteable memories. In so doing, they would have captured both markets rather than neglecting one. Additionally, they would use the performance of both products to determine which of the two is more viable in the long run. Therefore, choosing both instead of emphasizing the difference between the two would be more advisable.

References

D'Aveni, R. A. (2010). Beating the commodity trap: How to maximize your competitive position and increase your pricing power. Harvard Business Press. Retrieved from https://books.google.com/books?hl=en&lr=&id=6xo0pU7m0hwC&oi=fnd&pg=PA1&dq=RD%E2%80%99Aveni,+R.+A.+(2010).+Beating+the+commodity+trap:+How+to+maximize+your+competitive+position+and+increase+your+pricing+power.+Harvard+Business+Press.&ots=vj3oHlmTtN&sig=YVA4Q4Xp2SB4dXjN3mwK22orNv8

Segers, D. (2006). Matrix Semiconductor Inc. (B): Transitioning from innovation to execution. University of Mississippi.