Essay on Change at Dupont

Given three months to turn the plant around, Alex turns to Jonah, his old college physics professor who has become a manufacturing consultant, and enlists his help. Jonah has a unique and potentially risky approach to addressing the problems at the plant. First, he takes what can be a complicated

There are many factors that appeal to leaders why organizational change is needed in today’s business to stay competitive. Weiss (2016) noted “Factors such as technology and globalization have made the world far more interconnected” (p. 4). These factors can create more risks and opportunities for organizations to succeed or fail. Change management is inevitable, in order to successfully bring an organization into the twenty-first century, leaders must recognize this, develop plans and successfully execute them to remain relevant in today’s economy. This paper will provide an overview of Discount Tire Co. and diagnose the strength, weaknesses, opportunities and threats and present a plan using Kotter’s eight-step change process and

The winds of change brings about new and while fading the old away. This is true with life and it was also true for Tom Lippert, a sale representative for Dupont Engineering Polymers (DEP). DEP is faced with change as their long time GARD contact, Mike O’Leary turns over his responsibilities with his predecessor, Richard Binish. Richard trust the relationship that Mike has developed with DEP over the years however, he plans to verify DEP’s performance to his own standard.

The Rose Company is building a new plant to reduce cost, improve the quality of products, and maintain competitive leadership by gaining a slight production advantage. The main obstacles to be overcome are the commissioning of a new plant, new methods and process, and administrative reporting issues. As the newly hired General Plant Manager, I plan to resolve these issues by insisting that all plant communications flow through me, instituting training for plant personnel and setting operational expectations.

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.

In order to successfully and effectively implement change all of the employees should have a good understanding of how the changes will benefit the organization, their positions, and how it might impact their routines. To many employees the implementation of change is not always properly communicated, and the process of change on paper as it is being implemented can be threatening as well as confusing. Also, the people behind the scenes making the changes may not have taken specific details into consideration regarding effective changes that perhaps the employees

In this portion of my case analysis, I will be showing ways for suggested solutions in order to help improve the situation at the Engstrom Auto Mirror Plant. I will be showing ways in which organizational improvement outcomes can directly help remedy some of the issues and recommend strategic actions that would lead the organization in a proactive production workforce. The recommendations are creating committees, rework how the Scanlon Plan bonus works, create or use their marketing and sales department to the full capacity, and to help empower the workforce work to achieve Corporate Social Responsibility. (CSR)

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.

John Kotter, a leading advocate and educator in change initiatives, expresses two essential characteristics that must be present in any change initiative. First, any change that is considered to be useful and necessary must go through a multi-step process that will transcend obstacles in its way. Second, it is essential that any change initiative must be lead by effective leadership (Kotter, 1996). However, any leader in a change initiate must reconcile the reality that a major component to mankind’s instinctive nature is that people have an inherent need for predictability and order (Hogan, 2007). Leaders must, therefore, consider that initiatives may be experienced in ways that contradict this basic need leading to employee resistance (Bernerth, 2011). Considering such a potential obstacle, Kotter developed an eight-stage change process to guide organizations through initiatives in ways that may retain employee stability and enable employees to maintain a sense of identity and understanding (Huy, 1999).

The “Change Management Simulation: Power and Influence” worked through a 96-week initiative to get Spectrum Sunglasses to adopt a new sustainable output. The goal was to convince the team that a dramatic change in the organization’s strategy and products were necessary, and that environmental sustainability was critical to the company’s future. The move for Spectrum Sunglass Company to move to greener techniques was largely radical because it impacts so many different parts of the organization- Manufacturing procedure, culture and ethos, target marketing- to name a few. Through the weeks of attempting to get the entire organization to adopt the new initiative I was faced with a variety of choices to use. While there was no specific order in which to use them, the ability to use the right decisions at the correct time was pivotal to gaining support and building the organization through a new and challenging enterprise.

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

In the past several years, I have dedicated thousands of hours to conducting research. From my time in the lab, I learned an important lesson: experiments generally do not go as planned. For example, in the study I am currently working on, I am using the APEX2 ascorbate peroxidase to label centrosomal proteins in vivo. Few labs have succeeded in using the this enzyme for their purposes and initially I failed as well. However, by looking at the underlying biology I reversed my luck and succeeded

According to Kurt Lewin’s change model (1947), there are three aspects of managing organizational change: unfreezing, change intervention and refreezing. By observing the change model, all four characters are seen to go through the freezing stage when they found the first cheese station.

OD – Organizational Development is clearly the main focus here at DuPont. Tom had a vision to improve the organizational standards at DuPont not focusing on any problems that may have been present. The projected outcome for DuPont’s organizational structure was improving for the better of the company and the employees. Tom wanted to development to increase productivity for the company and its employees which would allow to company to be in a better stable place in the near future. Tom was building a strong foundation for the company which would benefit everyone involved. Tom

In developing an organization and preparing for the changes necessary a reliable change management plan is often required to overcome workplace resistance when employees are presented with a new way of doing things. Change management is a strategy designed to transition from the status quo to some new ideal way of doing business. CrysTel, a growing telecommunications company, finds itself in a very dynamic industry that along with frequent advances in technology will dictate that it adapt to rapid and persistent changes. Developing a successful change management plan for CrysTel will have distinct goals: optimize flexibility, promote innovation, and sustain change. Change management at CrysTel will involve identifying the strengths and weaknesses of departments within the