OB460 Under Armour Company

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Question Description

The chosen organization is Under Armour.

Include the following new section as part of your Key Assignment:

  1. Stressors (700–900 words)
    • Identify stressors within your organization.
    • How are the following 4 psychological approaches used to address stressors in your organization?
      • Physiological
      • Individual differences
      • Stimulus
      • Transactional

Four approaches to stress are physiological, individual differences, stimulus-based, and transactional. The physiological approach is the physical response to stressful situations. The individual-differences approach is based on the psychological profile of the individuals who are under stress. The stimulus approach is gauging stress based on the situation that creates the stress, such as work or personal situations. Lastly, the transactional approach is used to define stress in the eyes of the individual, meaning that each individual has different levels of stress tolerance.

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Under Armour Company

The Under Armour company was started in 1996. By then, the captain of the University of Maryland football team, Kevin Plank, was annoyed by having to change his shirts for soaking in sweat after playing for a little while. Kevin wanted to make an invention that would help all athletes get more comfortable in what they wore during games and practice. The first company products were produced from his grandmother’s basement in Washington DC. However, after the products were featured in the movie “Any Given Sunday” by the Warner brothers, the brand gained world recognition. Kevin Plank changed his base of operation to Baltimore where the company’s headquarters lie till today. In 2005, the company went public making a record double on its first day of trading.

In 2006, the brand expanded its operations and started producing footwear and become the official supplier of the NFL. In 2010, Under Armour surpassed the one-billion-dollar mark in its market value. In the continued expansion, in 2012, the company introduced the Under Armour bra which was used by both athlete and non-athlete women. In 2015, after buying the fitness apps and making them part of their sports gear, Under Armour became the world’s largest wellness and a digital fitness center. The under-Armour company is a perfect example of how a company can undergo different paradigm shifts in a quest to increase their value and their relationship with their customers. Over the years, the brand has experienced economic paradigm as well as cognitive paradigm.

Economic Paradigm

With all other factors considered, the most critical aspect of a business is profit making thus calling for the much-needed change in economic approaches to adapt to the ever-changing environment. When Under Armour started its operations from the back of Kevin Plank's vehicle, the financial goal was set for profit making by producing a new product that the market has never been seen before. This meant that no considerations were being formed between the customers and the seller except for the profit exploitation.

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Organization Change 1 Under Armour Paradigm Shift Kenya Watson Colorado Technical University Organizational Change 2 Under Armour Company The Under Armour company was started in 1996. By then, the captain of the University of Maryland football team, Kevin Plank, was annoyed by having to change his shirts for soaking in sweat after playing for a little while. Kevin wanted to make an invention that would help all athletes get more comfortable in what they wore during games and practice. The first company products were produced from his grandmother’s basement in Washington DC. However, after the products were featured in the movie “Any Given Sunday” by the Warner brothers, the brand gained world recognition. Kevin Plank changed his base of operation to Baltimore where the company’s headquarters lie till today. In 2005, the company went public making a record double on its first day of trading. In 2006, the brand expanded its operations and started producing footwear and become the official supplier of the NFL. In 2010, Under Armour surpassed the one-billion-dollar mark in its market value. In the continued expansion, in 2012, the company introduced the Under Armour bra which was used by both athlete and non-athlete women. In 2015, after buying the fitness apps and making them part of their sports gear, Under Armour became the world’s largest wellness and a digital fitness center. The under-Armour company is a perfect example of how a company can undergo different paradigm shifts in a quest to increase their value and their relationship with their customers. Over the years, the brand has experienced economic paradigm as well as cognitive paradigm. Economic Paradigm With all other factors considered, the most critical aspect of a business is profit making thus calling for the much-needed change in economic approaches to adapt to the ever-changing Organizational Change 3 environment. When Under Armour started its operations from the back of Kevin Plank's vehicle, the financial goal was set for profit making by producing a new product that the market has never been seen before. This meant that no considerations were being formed between the customers and the seller except for the profit exploitation. There were no underlying rules that connected the buyer to the seller. However, in 2005 when the company went public, it called for more involvement of the public with the kind of product they wanted as well as the expression of economic aspirations by Under Armour. This, in turn, increased the earnings of the company from $17000 at the end of the 1996 fiscal year to 4.98 billion dollars at the end of 2017. Once it was publicly listed, more investors came on board and helped expand the markets of the products from solely being based in America to having outlets all over the world. Besides, the customers have become more in touch with the manufacturer where they express their needs, and as a result, the Under Armour company has seen more inventions into its products expanding its markets. Through social media platforms, the company can get to know whether the customers are getting value for their money. In 2015, the company merged with fitness apps already established in the market to create a digital transformation that would enable them to keep track of the consumers of their goods as well allowing the athletes to keep track of their performance. Even though the customers were happy with what was being offered initially, the change in times and the environment meant the transformation of the needs and preferences of customers. Under Armour helps athletes and fitness seeking clients to keep track of their exercises by additionally sending reminders to them. No rule dictates these activities by the company, but by reminding them to exercise; they eventually create the demand for new products (Riahi-Belkaoui, 2012). The initial Organizational Change 4 changes were meant to improve the way people wear, but it has evolutionally changed how people live. Cognitive Paradigm Cognitive paradigm calls for the intellectual tapping and learning of preferred behavior patterns by the clients and using their findings to bring about change to the existing product (Bettis, 2009). With the growing demand for people to monitor their fitness progresses, Under Armour swooped in and combined with IBM in 2016 to provide clothing such as shirts, socks, shorts, sneakers and tracksuits that could give an insight of the fitness activities. This change in its final product was triggered by the recognition that most people were even willing to pay more if the product would help them keep fit and healthy. In 2014, they produced the ‘Speed form Apollo’ which is an athletic shoe that allows users to maximize on them with distractions. Through its public involvement, the company picked the demand for shoes that would make running comfortably without having to worry about its weight, laces or shape. Their competitors, through the cognition of the needs of the customers, were able to create a perfect running shoe. In the year 2000, the workers at Under Armour declined to pick their paychecks for them to gather enough money to buy them a space in the ESPN magazine. Throughout the years, the company had remained small scaled and were looking to make their breakthrough. Advertisement plays a significant role in the extension of brands, and they recognized that by appearing the magazine, they would become a more trusted brand by their customers who were, by then, predominantly Americans. In the next month, their revenues increased by $750,000. Through their change in their behavior of advertising, the paradigm promoted their sales. Years on, the brand continues to change according to the actions of the users where the advertisements Organizational Change 5 are no longer on print, but on broadcast channels as well as movies an example being ‘The House of Cards’ who use Under Armour as their official training gear. Organizational Change 6 References Bettis, R. (2009). Strategy in transition; Strategic Management Society. Oxford: John Wiley & Sons. Riahi-Belkaoui, A. (2012). Business and Society: Searching for Progressive Paradigms. Chicago: CreateSpace Independent Pub. STRATEGY MANAGEMENT CHANGE STRATEGY MANAGEMENT CHANGE Kenya Watson Colorado Technical University January 17, 2019 1 STRATEGY MANAGEMENT CHANGE 2 STRATEGY MANAGEMENT CHANGE Organizations change operational and management strategies with time to adapt to the dynamic business environment. Under Armour, my chosen organization, is an American global retail company which operates a chain of hypermarkets that manufacture footwear, sports, and casual apparel with its Headquarters in Baltimore, Maryland, USA. The corporation changed its supply chain operational strategies to cut on costs and improve the organization’s customer experience. Below, there is a discussion of how the company altered its procurement strategy by following the four steps of strategic management change, and its utilization of learning and development programs and systems. Under Armour’s strategic management change Under Armour conducted an environment scan as its first stage of transition. Technological changes take place rapidly in all areas of business, and Under Armour changed its supply chain approach to coping with the technical developments. The competition surrounding Under Armour in the industry is another reason for its operational changes. Companies are coming up with innovative ways of conducting business in more convenient and competitive techniques. Under Armour has a significant influence on its suppliers due to its large-scale operation and, thus, the company can seek better terms of trade with its suppliers. Under Armour’s strategy formulation involved consideration of its strengths, weaknesses, opportunities, and threats (SWOT analysis). Under Armour has a substantial revenue which places it in a better position of having enough financial resources for altering its strategies. However, the company faces stiff competition from other companies which keep up with its business dynamics in almost all areas. The company’s international placement provides it with a variety of sourcing STRATEGY MANAGEMENT CHANGE 3 its products from low-cost places. The sourcing efficiency can sustain Under Armour’s ability to offer customers the goods they want, whenever they require them, and wherever they need them. The company embarked on developing an advanced supply chain management strategy to compete advantageously and retain its market cost-leadership. Therefore, it formulated an on-time, in-full (OTIF) supplier policy that required suppliers to deliver their commodities at the time and location the buyers need them. Under Armour implemented the OTIF plan owing to its unlimited resources regarding human capacity, management support, and financial endowment. The evaluation on the effectiveness of the OTIF strategy involved assessment of the alignment of supplier schedules with the store’s needs and customer satisfaction. The appointment planning system in all its stores was standardized, and this was an indication of the strategy’s success. The customers also received their orders at the time and destinations of their choice. Under Armour’s Learning and Development Program Armour continuously trains its human capital due to the dynamic nature of work, increase job relevance to its employees, and supporting its global expansion. These training programs meet the company’s performance challenges through high-performance, cost-effective training. The human resource department conducts a needs analysis through task analysis, cost-benefit analysis, and organizational analysis depending on the objectives of the company. A work analysis helps identify specific task requirements for certain supervisors, managers, and other personnel. Cost feasibility is meant to gauge the training programs with minimum costs linked to Armour’s price leadership. Firm analysis helps incorporate emerging human resource concerns into the STRATEGY MANAGEMENT CHANGE 4 training packages. The development programs include a result-oriented program and processoriented program to equip employees to attain appropriate targets and be suitable to the procedures of the company (Alfes, Shantz, Truss & Soane, 2013). Under Armour’s knowledge management utilization Under Armour makes efforts in developing and nourishing insightful knowledge management skills by focusing on its objectives. The company’s aims include improving business performance, being innovative, competing advantageously even at times of economic turbulence, and constant re-designing of its processes. The knowledge management practices include discussion forums, apprenticeship, corporate information platforms, mentoring sessions, and professional training programs. The company’s knowledge management methods have assisted in focusing on strategic business segments and minimizing costs as well as creating value for the stockholders. Under Armour’s system-oriented approaches for positive change The organization applies advanced technologies which help shape the company culture and improve business performance. The company’s knowledge databases contain information for various issues of significance. Intranets form platforms where employees can share information, perform stuff jointly, create useful content, and communicate with each other in their daily activities. The expert systems provide real-time solutions for different organization problems. There are also group decision support systems which give an interactive computer-aided interface for solving unstructured problems. Knowledge repositories provide online interfaces that systematically captures and organizes information (Ferguson & Reio, 2010). STRATEGY MANAGEMENT CHANGE 5 References Alfes, K., Shantz, A., Truss, C., & Soane, E. (2013). The link between perceived human resource management practices, engagement and employee behavior: a moderated mediation model. The International Journal of Human Resource Management, 24(2), 330-351. doi: 10.1080/09585192.2012.679950 Ferguson, K., & Reio, T. (2010). Human resource management systems and firm performance. Journal of Management Development, 29(5), 471-494. doi: 10.1108/02621711011039231 "Under Armour 2017 Annual Report Form (10-K)". U.S. Securities and Exchange Commission. February 28, 2018. Terry, Robert J. (September 26, 2005). "Analysts: Brand crossover risky for Under Armour". Baltim. Bus. J. ZONE OF PROXIMAL DEVELOPMENT Zone of Proximal Development Kenya Watson OB460 Colorado Technical University 01/23/19 ZONE OF PROXIMAL DEVELOPMENT 2 Zone of Proximal Development There are two ways in which learning takes place: A person can be assisted in understanding a concept whereas learning can also take place without assistance. The difference between these two cases of knowledge is known as the zone of proximal development. Lev Vygotsky came up with this idea by studying how a child gains the ability to do things where in some cases an adult assists them while in others, the child learns only through observation (Shabani, Khatib and Ebadi, 2010). When discussing this concept, an analogy of three circles is used. The innermost circle contains what the person learning can do without any assistance; the circle at the center explains the zone of proximal development that is what the learner can do with some guidance whereas the outermost circle indicates what the learner cannot do. The zone of proximal development can be utilized in training programs in organizations. In this case, the chosen organization is Under Armour. This is a company based in the United States that deals with the manufacture of sports clothing, footwear, and casual outfits (Miloch, Lee, Kraft and Ratten, 2012). The company produces leggings, shorts, shoes, hoodies, jackets, gloves, caps, sporting uniforms for football, basketball, and other sports and t-shirts. The company suffered losses in 2018, and this shows the importance of training programs for its employees which will help improve the performance of the company. The company has various employees in the different departments of the company. As explained by Miloch, Lee, Kraft, and Ratten (2012), in the company, there is the corporate sector, technology department, distribution, and marketing department, and the retail department among others. ZONE OF PROXIMAL DEVELOPMENT 3 Use of Zone of Proximal Development in Training Programs The zone of proximal development can be used in training programs in these departments. Various training programs can be done in the company (Salas, Tannenbaum, Kraiger and Smith-Jentsch, 2012). The program can be directed to the technology department, and this will involve technical skills training first training. The company employs qualified personnel in all its department and most importantly the technology department, but due to changes in technology in the world, the employees need technical training from time to time. The emergence of new technology in the manufacture of the company’s products requires that the employees in the department are accorded new training. During this training, there are two ways in which the employees can grasp what the trainers are teaching. First, the trainers will offer their guidance in showing the employees on ways to use the new technology (Salas, Tannenbaum, Kraiger and Smith-Jentsch, 2012). As the employees are trained, they can try the new technology to see if they grasped whatever they are trained. Also, another way would be that the employees be provided with new technology and since they have worked with similar technology, they can handle the new technology without any help or guidance. The distribution and marketing department is essential in the company as it has a significant role in determining the sales that the company makes (Miloch, Lee, Kraft and Ratten, 2012). Therefore training in this department is also necessary. This department can get trainers who will teach the employees in this department on various marketing and distribution styles that they need to employ which falls under learning with guidance. Also, the employees in this department can be trained through benchmarking. In this case, they do not need guidance, and ZONE OF PROXIMAL DEVELOPMENT 4 instead, they learn through observation then implement the same in the organization hence helping improve the sales. Coworker Development using the zone of Proximal Development The actions of employees are essential in the growth of a company. Interpersonal skills and relationships affect the turnover rates of employees and the success of the company (Chiaburu, 2010). Personal attributes affect how people interact with one another and the harmony in the workplace, and this makes coworker relationships important. This, therefore, means that the zone of proximal development can also be used to ensure coworker development in the organization. Coworker development in organization can be done in Under Armour where the employees need to be trained on soft skills to ensure coworker development. The first step towards this is the training of all the employees on soft skills such as communication, conflict resolution, teamwork, and problem-solving skills. The second step involves leaders and managers in the organization serving as role models. Learning can be undertaken without providing any guidance to the learner. In this case, the managers and leaders actions will portray how employees should conduct themselves and the employees will follow the example (Chiaburu, 2010). The third step involves introducing a reward system for proper and exemplary behavior. This way, the employees will be motivated toward proper behavior hence maintaining good co-worker relationships. The zone of proximal development is appropriate in ensuring that training programs are of maximum help to an organization and that coworker development is maintained. ZONE OF PROXIMAL DEVELOPMENT 5 References Chiaburu, D. S. (2010). The social context of training: coworker, supervisor, or organizational support? Industrial and commercial training, 42(1), 53-56. Miloch, K. S., Lee, J., Kraft, P. M., & Ratten, V. (2012). Click clack: examining the strategic and entrepreneurial brand vision of Under Armour. International Journal of Entrepreneurial Venturing, 4(1), 42-57. Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological science in the public interest, 13(2), 74-101. Shabani, K., Khatib, M., & Ebadi, S. (2010). Vygotsky's Zone of Proximal Development: Instructional Implications and Teachers' Professional Development. English language teaching, 3(4), 237-248. UNDER ARMOUR PARADIGM SHIFT 1 Under Armour Paradigm Shift Kenya Watson Colorado Technical University UNDER ARMOUR PARADIGM SHIFT 2 Under Armour Company The Under Armour Company was started in 1996. By then, the captain of the University of Maryland football team, Kevin Plank, was annoyed by having to change his shirts for soaking in sweat after playing for a little while. Kevin wanted to make an invention that would help all athletes get more comfortable in what they wore during games and practice. The first company products were produced from his grandmother’s basement in Washington DC. However, after the products were featured in the movie “Any Given Sunday” by the Warner brothers, the brand gained world recognition. Kevin Plank changed his base of operation to Baltimore where the company’s headquarters lie till today. In 2005, the company went public making a record double on its first day of trading. In 2006, the brand expanded its operations and started producing footwear and become the official supplier of the ...
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TutorAR
School: Purdue University

Hi, Find attached the paper for your review. Let me know if you need anything edited or changed.Looking forward to working with you again in future.Thank you.
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Running head: ORGANIZATIONAL STRESSORS

Organizational Stressors
Student’s Name
Professor’s Name
Course Title
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ORGANIZATIONAL STRESSORS
Theories of Organizational Stressors
Stressors in an organization refer to the physical, mental and emotional strain that
comes about when an organization’s demand exceeds the capabilities of the workers, thereby
disrupting their psychological equilibrium (Finney et al., 2013). Different types of stressors
are evident in numerous organizations, and Under Armour is no exception. Some of the
stressors at Under Armour include excessive workloads because of the need to meet the
demands of clients, poor working relationships, concerns over the job security because of the
arguably high employee turnover rates, a sense of over-management because all decisions
undertaken at the lower management levels are subject to approval or denial by top-level
management bringing about a feeling of being under-valued by the organization which then
affects employees’ self-esteem, difficulty acquiring a promotion in one’s line of work and
getting a...

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Anonymous
Good stuff. Would use again.

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