Ajax Minerals Exercise and the Problems at Perrier: Case Study

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

Every year in this country, there are major labor disputes that result in strikes or work stoppages. In each case, the organization, the labor union, and the public are negatively affected. Why can 't there be a better way of resolving disputes between the management and labor unions to avert unnecessary strikes? Why does the relationship between the labor unions and management have to be adversarial in nature? Does anybody benefit from strikes and work stoppages? These are some of the questions that I will explore in this study.

“It is the refusal of employers to grant such reasonable conditions and to deal with their employees through collective bargaining that leads to widespread labor unrest. The strikes which have broken out… especially in the automobile industry, are due to such “employee trouble.” (Document G)

In some companies who are not highly set in their ways this can lead to necessary changes being made in those companies. For others who are set in their ways may give a the case a positive vote.(Book)

Additionally, the OD was assigned both professional and unionized to assist in transformational strategies the OD established. Even though the OD and the HRD failed to see equal results of the plans in place, the OD continued with positive steps and the HRD began a subversive revolt against the OD. While the OD established agreeable mission, vision, strategies, tactics, and result measurement goals with the Texas Plant employees, the RHD believed this effort was out position scope for the OD. The HRD allied with the Plant Manager (PM) to derail the OD for their cause to reinstall previous behavior of the Texas Plant prior to the arrival of the OD (Pryor, Humphreys, & Taneja, 2011). Although the HRD and the PM attempted to ruin productivity, the OD established industrious teams.

Outlining an employer strategic level response to an organizing drive is a challenge. Additionally, a union attempting to recruit new union members is always a difficult task. After reading both the ACME Auto Parts and The Zinnia scenarios in the John Budd text, lots of questions and practices have come to mind. In the proceeding paragraphs, I will attempt to demonstrate employer and union response strategies as if I were in their situation.

At the Unfreezing stage the most likely source of resistance is Inertia. This is because the company was comfortable with their present ways of doing things. At the next stage the source of resistance would be Mistrust. The lack of trust between the people communicating that there needed to be a change. At the final stage Refreezing, the main source of resistance would be falling back into the same pattern. This means that instead of going ahead with the new way of doing things and making progress they go back to doing what they have always done.

Although Hoffa and the Teamsters faced stark resistance from employers concerning unionization, the resulting creation and evolution of employment legislation has since improved working conditions and impacted the type of strategies implemented by employers to avoid organization. Employers are taking more proactive and less historically barbaric approaches to address employee job satisfaction and union avoidance. Godard and Delaney (2000) argued that traditional collective bargaining agreements among unions have been replaced with innovative high performance work and

The workers belief that it is only through union collaboration that they can secure themselves from the management practices. Realistically, low morale, the constant fear of losing the job and the unreasonable decision of the management behavior help to create unionization. According to a recent article, What Have Unions Ever Done For Us ,has stated that “union is about ensuring that the people who make the money play fair by those who are essential to the process of it being made”.( Stocker).The previous sentences proves as an evidence that the social and financial rights of the members of the union are protected, which in return is beneficial for the organization since they tend to be motivated which will highly result of achieving higher

Some employees resisted the change which happened during the prior restructure where management was downsized

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.

To successfully achieve her goal of a more profitable company Helen must rely on the support of the workforce. As resistance to change is common human behavior the

2. Construct a change management strategy for dealing with this situation. In so doing, identify what approach (es) to managing resistance you recommend and provide a clear justification for your choice.

D. Identify the methods that can be used to manage resistance to change. Which one should be used