Case Study : ' The Young Change Agents ' At Price Waterhouse '

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

The book Influencer tells us that attempts at implementing change initiatives often fail for 3 reasons. One – fuzzy, un-compelling goals; Two – infrequent or no measures; and Three – bad measure. Some would say that experiencing this is not a privilege, however I will say that I have had the privilege to experience a management change initiative fail first hand in the recent future. Not privileged in the fact that it was a great experience to be in the middle of, however it did provide for a boundless learning environment, showing me exactly how to not go about the process if I aim to be a successful leader. In this paper I will explain the change initiative and how management failed in all three areas listed by the authors, along with one more reason I feel the initiative failed.

Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY: Free Press.

I have a couple ongoing clients that I met from the health fair in San Diego. Not only did I get to experience the culture of Southwest, but also I took notice in how happy their employees seemed to be. This health fair was very elaborate and you could tell it cost sufficient amount of money. After meeting my clients that work for Southwest, they continually express how they enjoy working for the company. My clients never spoke the name of Herbert Kelleher but I knew from their stories, which the company values and takes good care of their employees. In my research, I found that Herbert Kelleher exemplifies a transformational leadership in many ways. Herbert Kelleher took over the company and transformed it into a template for ethical business practices. Herbert is known for putting value into the employees rather than focusing on money or profits. Herbert has developed one of the best organizations that value its people than the profits or money that it makes. Herbert built the airline by placing a lot of emphasis on the following values: hard work, customer service, equality, dedication, cost consciousness, fun, and family. The organization holds these values as the core spirit of their business. These values drive the conduct and decisions of the organization on a day-to-day basis. By practicing these ethical values, the employees of Southwest Airlines can identify what is important when faced

Book review by Pat Naughtin Harvard-Professor John P. Kotter has been observing the process of change for 30 years. He believes that there are critical differences between change efforts that have been successful, and change efforts that have failed. What interests him is why some people are able to get their organizations to change dramatically — while most do not. John P. Kotter writes: Over the past decade, I have watched more than a hundred companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in United States (General Motors) and elsewhere (British Airways), corporations that

In this week’s discussion forum, the topic is dealing with change. Consequently, the older I have become, I have learned to accept the facts that changes will come and it's often necessary for growth, healing notwithstanding, for forthcoming success. When the demand for changes arrives in the professional world, I really don’t have any problems dealing with changes, because of my earlier, educational background in Human Services, I have identified and accepted my core purpose as being an agent of change. Accordingly, upon graduation, I was empowered with the vision and drive that lead me to believe that ‘I MUST BE THE CHANGE’ that I wish to see in this world, per Gandhi. Nevertheless, when I work in the corporate world, giving an order, or following one, is a mandate, and compliance of my work practices and responsibly.

“We have no choice but to invite people into the process of rethinking, redesigning, restructuring the organization. We ignore people's need to participate at our own peril. If they're involved, they will create a future that already has them in it. We won't have to engage in the impossible and exhausting tasks of "selling" them the solution, getting them "to enroll," or figuring out the incentives that might bribe them into compliant behaviours.” [Wheatley et al, 1996]

Individuals covet an "initiative revive" in their associations. Employees need leaders that are pleasant, comprehend their necessities, can genuinely persuade individuals and know how to empower a work environment society to produce the best results for the association. The customary leader still utilizes the old methods for doing things that make it hard to draw in a workforce that is more various and multigenerational than any time in recent memory. Today's short-term, quick paced, restricted asset work environment requires more trust amongst representatives and their goals, straightforwardness in correspondence and necessities and cross-departmental coordinated effort to fuel more wanted results – where individuals feel esteemed and regarded.

The Pulucci tech consulting firm has been known to be one of the largest new consulting firms in the United States. Pulucci tech consulting has been advising over 30 clients since their grand opening. Their interest is to consult all clients in implementing their ideas to the next innovation level. But a year after opening Pulucci tech consulting had undergone a few circumstances that involved the company internally. The purpose of this is to find out how management will be able to surpass this crisis and rebuild the company’s good name.

Peter Browning’s job is to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Market share of plastic bottles was growing fast and White Cap is losing customers due to that, so a change is necessary. However, few managers or employees at White Cap acknowledged the need for change and were resistant to change. Employees have been accustomed to a culture of little change, and consisted of years of rituals, ceremonies and traditions set by the White family. They are extremely loyal due to their expectation of job security and generous benefits. Browning was asked by Continental to

Perspectives on change The ethics of organizational change Planned change and its critics Strategic change Building and developing competitive advantage 3 39 73 11 1 147

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.

In today?s business world, whether it be a local or global organization there must be change in women?s leadership. The change in women?s leadership at PepsiCo is a positive initiative. Strategic management suggested that change in any organization is expected, change is consideration based on the internal and external environment. The internal environment at PepsiCo with women?s leadership is present, but should be stronger. The women?s leadership initiative is vital and can be revolution to many other

Implementing a change management program at Kudler Fine Foods will assist management as they seek to appropriately control the change within their organization (Leban & Stone, 2015). The change management program’s main purpose is to ensure that upper management employees accept and understand the types of changes that are needed to maximize the profits and efficiency of their

This Paper will consist of an analysis of the strategic cascade of Microsoft. It will also include a SWOT analysis that will answer some primer questions. And a synthesis of the information evaluating the ability of the organization to implement the strategy using Kouzes and Posner’s Five Practices as a framework.