Case Study : Organization 's Organizational Change

The chief concern is the major change and transformation that needs to take place, a new model that has the potential for new ground, trailblazing ahead. Currently, due to economic, social, and cultural shifts, Seagram recognizes a need for a shift as well in order to meet new demands, attitudes, and perferences. In attempting to increase profits, retain reputability, and influence, Seagram

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

ACAU organization changes are listed as Table 1. Employees’ department are also updated in HCP, please refer Table 2 for department changing staff.

With the strength of diversification Seagram has created over its long life offers a firm foundation for future growth and stability. The objective of this current project is to evaluate the assets and design a plan that will utilize the strengths of the organization while shoring up new systems to realign Seagram for maximum growth

This consulting proposal project is to explore and provide guidance to the cultural changes taking place at Seagrams. We will review the changes that were introduced by the leadership and how this impacts at various levels and products of the organization. The proposal will show what was successful in the past that is no longer effective or can be improved upon. There will be recommendation and how to implement of an actual plan which will then be incorporated or revised into a new initiative for the overall success of the company while taking it into the future.

The Seagram’s company has come a long way gaining strength and empowering truth with its mergers with Martell S.A. cognac, Tropicana products, and MCA Universal. Seeking justification and definition within their new found allegiance, a new horizon of skepticism became clear about the communication within the company. Seagram’s Co. positions to rise above as one of the most prolific brands leads to many detrimental decision making task and leadership expertise to push for greatness. An abundance of newly learned abilities needs to be implemented to uphold a creative stationary bound among this greatness. Training that’s comprehensive outside the top 1,200 to the other 15,000 personnel stand as a necessity, Alumni assemblies to show appreciation to bring the bound together, and communication support groups to keep the focus on ethics will be the new definition for the companies’ standards (Jick, T. D., & Peiperl, M. A. 2011).

Managing organizational change is the process of planning and implementing change in organizations with maximum effectiveness and minimum circumstances and resistance. Today 's business environment requires companies to undergo changes almost constantly if they are to remain competitive. In this project paper I am going to discuss organizational change in PepsiCo. I will take a closer look on management approach and forces for change. I will introduce the change, make diagnosis and discuss how the change can be implemented.

Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).

One of Seagram’s management’s utmost challenges was culture change. Seagram’s recognized that it could not succeed without making a culture change. It was a distinct shift from away from individualism, entrepreneurship authority; functional pride, and personal relationships during a time when Seagram’s was successful. The management at Seagram’s recognized that they could achieve definitive success without transformation was impossible (Jick, & Peiperl, 1993). The old culture was no longer effective. Bronfman was determined to prove that values would be around for a lengthy time. The new direction for the culture change was heralded with values like teamwork, innovation and exceeding customer expectation by

He began by communicating his new values corporate wide, asking the “how” questions; how to implement and sustain this new culture, how to reward value-based behavior, how to conduct the evaluation process, and how to institutionalize values into everyday behavior? But in doing so, he lacked to clearly state the “why” questions throughout his firm. He briefly mentioned signs of maturity and eroding markets at Seagram in an executives meeting where the action to implement change is more top-down than bottom-up as the top 15 executives draft the final output of the process.

Seagrams is failing to accommodate the ever-increasing consumer demands as well as adapting to the exponentially expanding competition in recent years. Those factors combined with a recent surge of alcohol abstinence in the United States (our largest market) and increased governmental regulation have led to a recent decline in organizational success and draws our company ever closer to failure. We must not only modify with how and where we do business, but we must mature the very way we do business and the values that we hold as an organization and workforce.

Many companies emphasize a culture of continuous improvement. While never being satisfied with the status quo can drive

Unfortunately, the company is configured in a hierarchical style, which does not allow innovation, effective communication, or customer focus. Seagram was faced with several challenges in the 1990’s such as; increased liquor taxes, a recession, and increased regulations. Nonetheless, they set out to become the best managed company. The needed an effective plan to implement for cultural differences and to change the behaviors at Seagram. The leaders of the organization desired to create a climate

After the initial project’s insights are starting to be used, what are the most appropriate means to measure how those changes are diffused through the organization?

Nowadays, people are not unfamiliar with the words organisational change or organisational development (OD). Generally, people argue that OD is a process of achieving the organisation’s effectiveness that involves the developing of both internal and external factors of the organisation. In order to be successful, many organisations also focus on how to maintain certain missions, goals, or to cope with the development of the competitors. Adam Smith believes that the initial idea of OD is changing the current state of the company. Some changes could be through restructuring or reorganising the internal structure of the company and changing the operations’ processes. To be more specific, Adam Smith comes with broad definition, stating that OD