Challenges ahead in running department store business in China A case Dissertation

Challenges ahead in running department store business in China A case study on GrandBuy how to achieve sustainable growth - Dissertation Example Technology, in the form of ERP, SCM and even CRM are tools that will enable the organization to store data. The data generated by these software then becomes an information that can be related to other information in order for it to become tangible knowledge. Knowledge is then use to become the basis or intelligence for a working action plan to achieve a particular goal. Each employee in a learning organization is tasked if not has the responsibility to share their tacit knowledge to contribute to the organization’s explicit knowledge to sustain growth. Creating a learning organization is not a walk in the park, the challenges faced by an organization in its transformation to a learning organization shall be explored in this paper. ... ing and Leading Fundamental Change in Organisations†, Richard Beckhard & Wendy Pritchard commented: "It is no longer true that organisations can (1) Control their own destiny (2) Operate in a stable and predictable society." Therefore to have competitive supremacy, increasing profits and maximum control over company's destiny it is essential to innovate, learn quickly and respond quickly. This must be done by managing change within the organisation (Beckhard & Pritchard, 1992). This paper shall discuss the possible challenges of Guanzhou GrandBuy Co. Ltd. or GrandBuy for brevity as it transform itself from an organization that did not worry about profit or its bottom line to a learning organization that will enable them to sustain their growth without government intervention. They understood that good strategic management only exists with a good knowledge base within the organization. Therefore, GrandBuy emphasized on the need to upgrade the knowledge quality of the whole organ ization from management to staff of all levels. They strive to transform GrandBuy into a Learning Organization. In short, by being aware of the environment and trends outside the organisation and working with those within the organisation who are keen to make â€Å"change† a strategic approach will eventually pay dividends. "If we want things to stay as they are, things will have to change". Everybody appears to understand the needs for change without too much explanation. So the next series of question are what need to be answered in order for change to set in; who needs change; where does â€Å"needs† change and then how to change. By answering all these questions, the management needs to have a robust strategic plan. The next step is about implementation in the forms of policies, guidelines,