Change Image Director Navigator Caretaker Coach Interpreter Nurturer Basis of Image Application to Company #1 Application to Company #2 Pressures for Change Differs from others how? Unintended consequences from Image Running head: TOPIC PROPOSAL 1 NAME: SAIFUDDIN SYED EMAIL: SHIZAN71@GMAIL.COM COURSE: HRM-587 INSTRUCTOR: PROF.DANNIEL HERNANDEZ 2 TOPIC PROPOSAL Nokia and Microsoft VS Motorola and Google I would like to talk about the biggest change in the Mobile industry happened with Nokia and Microsoft few years ago. Nokia and Microsoft were the biggest leading companies in the mobile handset industry for years. Motorola was the first company to introduce the mobile handset. The purpose behind picking up these two organizations is that both mobile companies has taken by two biggest technology companies Google and Microsoft. Google bought Motorola in the year 2011 and Microsoft bought Nokia in the year 2013. This was the biggest change in this industry of mobile handset. But after few years, Google sold Motorola to Lenovo in the year 2014. According to Google, the reason they acquired Motorola Mobility was to get their hands on the many patents that Motorola owned. When Nokia and Motorola were leaders in the mobile devices market, mobile connectivity was to a massive extent restricted to calls and text messaging. Then came net property that made-up the means for smartphones. Nokia was a pioneer in smartphones too. With smartphones that brought internet property and mobile apps, the mobile devices industry was no longer a comparatively freelance and standalone industry. There are several comparisons between these two companies and one of them is the change of management which is a big change. Google and Microsoft bought not only the mobile operating system but its devices divisions. I found this topic very interesting because Nokia and Motorola had big changes and at the same time Google and Microsoft are competing with each other in the Market. I can learn some management techniques from this topic which will help me in future. ` 3 TOPIC PROPOSAL References Ali Farhani Rad, Why did Google sell Motorola and Microsoft buy Nokia retrieved by https://www.linkedin.com/pulse/20140612222340-204650083-why-did-google-sell-motorolaand-microsoft-buy-nokia-part-one Kevin Kelleher,2013 why the google Motorola deal matters for microsoft nokia retrieved by http://fortune.com/2013/09/04/why-the-google-motorola-deal-matters-for-microsoft-nokia/ ` Lucy Zubek 07/15/2012 Change Image Director Basis of Image Decision to acquire another company. Application to Company #1 (Oracle) Oracle CEO and executives making the decisions and plans for the acquisition. Application to Company #2 (SAP) SAP CEO and executives making the decisions and plans for the acqusitions. Pressures for Change Oracle was pressured by the bid of IBM and others to purchase parts of Sun Microsystems. As a result, Oracle purchased all of Sun Microsystems. This would ensure that no other part of Sun would be purchased by other companies. Differs from others how? Unintended consequences from Image The desired outcomes are known, as well as the manner by which these outcomes will be achieved. External factors may prevent the intended outcomes from being achieved. Although the main company can direct the chages for the merged companies, the will not be able to completely control the acquired companies. The acquired companies wil function as they see fit, and the most that the main companies ca do is influence or provide guidance to the acquired companies. Resistance from the acquired companies when it comes to conforming with the main company's plans and objectives. Changes are neither based on direct/intended chage nor on guided or influenced change on the perceptions of the internal and external stakeholders, which the change manager should either correct or clarify. Misunderstandings about the change can lead to policy makers not approving the mergers or to customers needlessly worrying about the effects of the mergers. It can also lead to employees of the companies being demoralized. SAP was pressured by the Oracle-Sun merger to acquire Sybase. This would allow SAP to keep up with Oracle, which is its toughest rival. Navigator Plans for the acquired company. Oracle plans to make Sun Microsystems an operational unit of the company SAP plans to make Sybase a stand alone unit within SAP. Since Oracle's customers make use of both Oracle and Sun applications, having Sun as an operating unit within Oracle makes it easier for Oracle and Sun applications to be integrated, which majes the applications easier and more cost-effective to implement for clients. SAP's plan to keep as a stand alone unit would prevent disruptions in Sybase's operations, considering that Sybase is already doing well on its own. This would allow the integration of SAP's and Sybase's products to be completed faster. Interpreter Plans for the acquired products and the employees of the companies. Oracle's assurance that it will continue to support all of Sun's products, particually MySQL, which initially caused concern. SAP's assurance that it will not lay off Sybase's employees and that it will allow Sybase to operate as a stand alone unit. Oracle was pressured by concerns from European policy makers and regulators about Oracle not continuing to support MySQL as an open source application. SAP was pressured by its competitors who are coming out with new innovations very quickly. By not laying off Sybase's employees and by allowing Sybase to operate as a stand alone unit, SAP is able to retain Sybase experts and prevent the interruption of Sybase's operations, which will in turn allow SAP to come out with the combined SAP and Sybase products more quickly