Image Analysis Paper

1250 Words5 Pages
I chose to analyze the case study, Tug Of War that was written by Yossi Sheffi and is found in the Harvard Business Review. Jack Emmons, CEO of Voici Brands realizes that his company is in trouble and a change needs to take place before it is too late in order for the company to succeed and not go out of business. Jack has to address the issues at hand. Jack needs to take a thorough look at the company before deciding what changes need to be implemented. He needs to get his unit managers and board members involved in the process. Before doing this, Jack must approach the unit managers that are suffering the most, review the situation, the impacts that it is having on the unit and then figure out how to deal with the problem. He must…show more content…
Tony can be bias. Ravi, on the other hand, is an outsider. Ravi has no knowledge on Voici Brands. All Ravi knows is what Jack is telling him. This can prove to be very risky to the company. Ravi can either break or make the company. If there is anyone that Jack should consider leading the project, it should be Margie. Margie knows how to get things done but Jacks needs to take control of the situation himself, seeing that he is the CEO of the company. He should be the one in control, making the decisions and only seeking minimal help from his employees. Yes, it is good decision to get his employees involve in the effort and make them aware of the proposed plan, although the employees input is very important to the success of Voici Brands. The image concept that I would suggest for this company to follow is, The Change Manager as Interpreter. I chose this image because in the text, it states that, “the interpreter image to managing change places the change manager in the position of creating meaning for other organizational members, helping them to make sense of various organizational events and actions. It is these events and actions that, in and of themselves, constitute a changed organization. It is up to change managers to represent their staff (and others) what these changes actually mean.”(Palmer, Dunford, Akin, 2nd Edition, 2009) This concept applies very much to the situation that is
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