Case Analysis: Becton Dickinson: World Wide Blood Collection Team

Westminster Company is a giant Global manufacturer of health products whose brand has been recognized by the world. As the company they have three different operations which produce and distribute different product lines. Their main strategy on which they are working and which is a major success for them is decentralized management. Now they are re-evaluating their traditional supply chain strategy because the company is getting too much pressure from their large domestic’s customers and global customers. Now the company has to study on

In the course of this change, senior managers wish the whole organization can fit with the changed situation and the operation of the new reorganized structure can be more smooth and efficient. But also through this change, the middle managers, especially branch managers and

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

The solution adopted by many companies is to move toward greater delegation. Yet it is difficult for top managers to give up responsibility. And lower-level managers are not accustomed for making decisions for themselves. As a result many companies struggle during this revolutionary period, because many lower level employees leave the organization since they stick to centralized methods.

In conclusion, the statement at the start of the chapter that “if we only draw upon one particular frame, then this will take us away from thinking about what is going on from an alternative perspective” reminds us as manager leading change in an organization to not just jump to the first idea on how to make change. We need to be able to think outside the box and make a change in how we react to change and what are first instincts of action would be. Having different perspectives in how to go about change will allow managers to really engage and figure out what the best plan of

Today’s companies are challenged by frequent changes in market demands and consumers’ desires for new products and services. Companies which fail to adapt to these changing conditions often find themselves struggling to survive. This is the situation for the Texas Plant, as described in the case study by Pryor, Humphreys, and Taneja (2011). The Vice President, Human Resources Director, and Organizational Development Manager find themselves not only facing the struggles of transforming the Texas Plant, but also the difficulties of working together to achieve it. The following paper describes these difficulties and examines how the actions of the leaders impacted the change process. Recommendations to assist the plant’s leadership in moving forward will be offered.

“The employees were complaining for months and somehow the situation escalated to become hostile” Said the assistant Joe Haley. An organization as an entity, a whole, resembles a precise piece of machinery, because there are so many components need to function at the same time in order to make the machine work. As long as one part begins to malfunction, it will eventually influence other parts and create a vicious Domino effect, which damages the entire system quickly if not repaired

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

The company may face structural problems associated with the diversification strategy. As the company gets larger and larger and diversify into different product divisions, the organization structure should be changed to fit the diversification strategy. An inappropriate fit may result in low performance and lead to strategic changes.

Consequently, the changes did not go smoothly. There was chaos in the “inner circle” of the Wang Group. The employees became more dependent on Charles, constantly seeking his opinion and decisions. In the end, Charles became an integral part of the firm’s decision-making processes. As the firm’s organization became “Charles-centric” the employees became more confused and perceived unclear signals about essential parts of the change process, decision-making routines and the structure.

For most, resistance to change inevitable, for some it is their personality and others it is fear of the unknown. Organizational structure may change through downsizing, outsourcing, acquisitions, or mergers. In this paper, I will be examining resistance to change during a merger and how to manage this type of stressful and many times unclear change in an organization. There are three key strategies for managing resistance to change; communication, participation, and empathy and support. Throughout this paper I will discuss the three strategies above as well as some other contributing factors to change in an organization.

However, people will not get out of their “comfort zone” without being motivated. This leads to the second error by leaders, which is not creating a powerful enough guiding coalition. Regardless of the size of the organization, the change effort should continually grow to include more and more people who believe that the changes are necessary (Kotter).

As illustrated in the article, “Managing a Global Team: Greg James at Sun Microsystems, Inc. (A)”, managing a global team is an intricate task that requires special and specific skills (Neely & Delong, 2009). Greg James, the Global Manager, at Sun Microsystems is faced with many layers of problems that have manifested with a crisis with HS Holdings. Greg uncovered more serious problems as he traveled across the globe to assess problems with HS Holdings. This predicament is illustrated by his statement to Lawry, one of the Vice Presidents at Sun Microsystems, “the issues are more complex than I realized” (Neely & Delong, p.4, 2009). He has realized that

3). He is preparing for the change (MERE). Second, the changes were made “We removed the entire formal organisation. We took away all departments.” (IMD international (2005) p. 4). The organisation transformed from being unmovable to be flexible and mobile (IMD international (2005) p. 1). Third, Oticon was ‘refreezed‘ with all the changes implemented. A whole new organisational structure was created with a new value and belief system and as a project-based company. Kolind believed that change was necessary for the company to succeed: “In my opinion, you must change everything at once -- organizational structure, culture, physical settings and the very nature of work itself (IMD international (2005) .p. 4) Kolind seemed to be motivated and determined about implementing changes and thought that change itself should be the mindset for everyone in the company. A part of their belief system was: “One thing is for sure: Oticon will change. We will create a flexible organisation, where everyone realizes that the only certain thing is change.” (IMD international (2005) p. 1). A reason for the successful change could be the specified focus on the formal structure. Kolind changed location, removed all doors, never allowed the use of paper and made all information within the company available for everyone. In other words, he

In the last past years, Trend Micro experienced a huge economic growth, especially in Mexico’s region. But, before 2012 there was an impacting declination in growth, in 2012 it was expected a growth of 41,4% in 2014. As can be seen in the fishbone diagram, one of the reasons was because the companies they bought didn’t have the economic effect they expected, and their products were not efficient for Trend Micro. Moreover, solutions were obsolete and were only able to solve old problems rather than new ones. This problem can also be applied on employees as they resisted to the changes, which were a must for the company, and were only prepared to solve old problems rather than new ones. Not only they were obligated change the organization and