Since the beginning of 21st century, Dell Corporation has retained customers internationally and spread its wings worldwide having subsidiary companies in all the continents. The company’s business revolves around manufacturing and selling of home and office appliances (Shirani, 2012). Dell has always integrated its mission in business. The mission of the Corporation is to be successful in the delivering customer experience in the markets they serve. The Corporation’s expectations are to reach certain objectives such as leading technology, highest quality and competitive pricing.
Business Process Change
Despite having different changes relating to technology and economy, the company’s organization structure is in trouble and this has lead to reduced profit rates. Contrary to the last decades such as the 1990 to 2000, the current situation of the company calls for an organizational structure change. This change will definitely influence the company’s culture and employee perceptions. In 1993, for instance, Dell Corporation employed a total of 4500 personnel and was hiring a total of over 100 people every week. This was because the company wanted to keep at pace with the rising demand for computers and other accessories. This called for wee revised management and this has always been the main issue preventing profit maximization at the Company. It is therefore necessary to ensure the company’s structure is amended to integrate other functional departments such as stronger marketing and finance departments (Hill & Jones, 2009).
The Five Maturity Stages
Level One: Initial
In this level, the company poses chaos and negative tendencies in its management. It is a characteristic of a low maturity organization, which is not a characteristic of Dell Corporation which has matured over the decades to be a worldwide distributor. In this stage, Dell will be forced to improve its strengths in issues related to job descriptions, communication channels and compensation policies. These change, especially the communication protocol, calls for structural changes in the organization.
Level Two: Managed Process
This stage deals with the establishing workforce practices that will continuously improve performance through effectiveness. The organization has to outline its important reasons that will transform and variate its performance. Dell Corporation has to deal with matters such as distractions caused by the surrounding, unclear performance objectives, inadequate skills and work coordination.
Level Three: Defined Process
This stage aims at conceptualizing a system that will deal with management competence. Dell could do this by eradicating any inconsistencies across the organization’s departments through the establishment of policies and guidelines that will broadly specify the current needs of the business, including marketing strategies. This could be implemented through the involvement in employee responsibility sharing, retraining of the current workforce and projecting employee needs in order to tackle future demands in the market.
Level Four: Process
In this level, Dell has to consider there need for workforce in quantitative terms. The company will be expected to enhance its capability as an organization embracing the best business strategies. This level will include management offering mentoring to the employees, developing the spirit of competency, providing personal support to the workforce and many other …