Deloitte & Touche

Waterhouse, Ernst & Young, as well as, McKinsey, BCG, Booz Allen and CSC Index. Industry-wide,

• In this case Deloitte & Touche Consulting Group was tasked to come in and consult with SKS Manufacturing, an auto supplier, in order to fix their inventory problems along with other issues the company was facing. Maria Chen would lead part of the team for her first time on this 12-week engagement, but would in occur some difficulties throughout the first 6 weeks of the project. The Deloitte team has a lot of work to do before the end of the engagement in order stabilize the company and prepare them for a more radical long term project that plans to “reengineer” their business process. Most of the responsibility for the slow start on the project is resting on Chen’s shoulders due to the choices she has made during the first half

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

Over time, the culture can change or adapt. This may be due to new leadership, mergers, or acquisitions. It may even be due to a change in the market climate itself. As new employees are brought on, they must be taught the company culture to keep it strong and in line with the overall company umbrella. Most large companies have established culture programs for their leadership, so that they may take those tools, thought processes, and examples back to their teams to keep the culture strong.

Some many organizational change efforts fail to reach their intention, but the high-ranking sponsors often blame the disappointment on the employees and manager struggle to change at times. They really don’t know how difficult it is to lead and implement change effectively (Robbins, 2011). A good change does require good people skills. Employees resist change because employees can be very unsure about the loss of status or job security within the organization. This would mean the employees and there manager as well as their peers will resist technological changes. The employees will also endure fear of failure that could cause employees to doubt their ability to do the job/ or their duty. Those type of change employees are resisting because the employees are too worried about learning the new requirements. Peer pressure can be endured as well for employees when the employees start to resist change to protect their co-worker, and so will the manager to protect their work group. The human resources roles are planning and implementation, planning would be evaluation of

projected a short-term cash flow shortage and would not be able to meet the short-term

It is common knowledge, that some people adapt to change very well and the others don`t. That`s why is so important to support the staff during the change because if they feel supported, they are more likely to be more open to accept changes and adapt to them quickly.

Many employees are still at the resistance and conditional acceptance stages of transition. Firstly, I need to personally reach a state of buy-in before attempting to win others. I can seek to re-open closed communication channels and ascertain all the benefits associated with the new modus operandi. I particularly like the idea of having “transition forums” to drive consensus, and even now believe my team needs to be more engaged around a clearly defined common goal.

Is registered at this Centre on a programme of study leading to the Chartered Management Institute Extended Diploma in Management and Leadership (Level 5)

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

I work in the healthcare industry at Grinnell Regional Medical Center (GRMC), which is a rural hospital system with affiliated clinics that include family practice as well as internal medicine specialities. To facilitate a continuous change within the organization, without compromising the quality care that is provided or causing burnout of the employees, it is essential to have a culture that supports and embraces innovation (Kotter & Cohen, 2002). Kotter & Cohen (2002), also point out that to make a change stick, creating “a new, supportive, and sufficiently strong organizational culture” (p. 159). To ensure that the changes stick, it is important to create a new employee orientation program that addresses the new culture and changes in the

Due to the diversity of the cultures in the merged organizations, the management team has to facilitate a working culture in the new organization. Each organization

Management training consists of courses which helps managers to be organized to deal in situations an example for this is observing employees and projects. Many businesses offer this type of training themselves; it can be done in two types of ways workshops and seminars. The advantage of this is that the manager’s confidence would

It is important to change various aspects of organization culture when trying to institute change in organizations (Kavita, 2005). The aspects that such changes should target include the balance of power in the organizations, the organization structure that supports the framework, leadership and management styles. Organizational history is also very critical, especially if it has a progressive track record success. However, if the culture despite the changes remains aligned to the organization goals and mission the employees will adopt it and embrace change.

The case study provides an incisive look at problems facing Richard, Wood and Hulme LLP. The main problem addressed is the lack of cohesion in the team working for Spector Industries. This is a major problem for the company for two reasons. First of all, Spector is an important client. Secondly, team work has been a strategy for RWH since it began operation. Thus, a lack of cohesion among team members affects the tight deadlines that the company has and team morale is lowered due to the firing of two favourite senior employees. The report advises alternative actions based on decision criteria’s and alternative analysis matrix and provides key recommendations to avoid such problems in future. It does not make any changes to the current process and proposes the best alternative solutions which could resolve the current situation and avoid the same in future audits.