JESS WESTERLEY AT KAUFLAUF GmbH

This is an integrated database, which stores information on customers, products, sales, inventory, and finance from all divisions and geographies. Access can be gained to the database through a user-friendly website which requires a one-time registration and password for customers. Strong search and product recommendation engines characterize the site along with ten customer centers, which bring together related products and services from across the entire 3M organization. Employees and partners can access current information on product prices, availability, specifications and summaries of customer accounts. The profitability of customers and products and the performance of partners can now be analyzed across the entire company allowing better allocation of company resources. This allows 3M to take advantage of market opportunities and cross-selling opportunities and at the same time meet and customize the needs of customer segments. (Harvard Business Review) V. Software and Hardware Description In order to fix the problem of customer information retrieval taking a long time, 3M implemented new software and hardware from IBM, which allows accurate information to be provided in a timely manner. For software, 3M chose IBM 's EDMSuite OnDemand for Windows NT (now referred to as IBM Content Manager OnDemand for Windows NT). 3M chose OnDemand because it

At the Unfreezing stage the most likely source of resistance is Inertia. This is because the company was comfortable with their present ways of doing things. At the next stage the source of resistance would be Mistrust. The lack of trust between the people communicating that there needed to be a change. At the final stage Refreezing, the main source of resistance would be falling back into the same pattern. This means that instead of going ahead with the new way of doing things and making progress they go back to doing what they have always done.

Communication breakdowns within an organization may contribute to resistance in changing organizations. Managers must be prepared to talk candidly about the needs for change, otherwise fear and uncertainty will remain a prevailing element that can damage morale and prevent successful implementation of the desired changes at all levels of the organization. Employees need comprehensive information about the nature, processes, and consequences of organizational change.

For this reason, leaders are culpable for the perceptions of any potential alteration efforts. They should endorse the change as an occasion for employees to enhance their skills and offer guidance after implementation (Nelissen & van Sale, 2009). Not to mention if every meeting begins with communicating the vision of the company, it can advance ownership and pride that will lead to success.

The reason why most changes fail is the lack of planning. Managers are usually the change agents in organizations (Marquis & Huston, 2015). The change agent must be proficient in managing human emotions and balancing factors within the agency that will be affected by the transition. Timing should be considered before a change is

Doris states necessary protocol to bring the change in system by stating the importance of optimize and sub-optimize to know the nature of work and ways to improve work .To bring a change in organization 1st be cool and calm then try to listen to people and understand the culture of organization, next apply knowledge to change the culture to desired output. She

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

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.

Any kind of change in an organization may be challenging as it may demoralize employees and minimize performance. Therefore, main concern for DSS was how to ensure the employees maintain the same level of commitment, for it to achieve its strategic goals. There was a lack of clear concise during the communication of the new organizational strategy to all levels in the organization. The management failed to provide a detailed implementation plan that was to be followed in order to achieve the desired results. The employees themselves also did not receive the communicated information in a favorable manner. Both Meg and Chris did also not communicate effectively during the organizational change. As a result, Chris did not fully grasp what was expected of her as a leader and her team. The management should aim at ensuring the communication within the organization is successful. Successful communication is achieved when both the sender and the receiver have a common understanding of the communicated information. Both Meg and Chris should set up regular structured information. For instance, through the use of memos, emails, written updates, or setting up periodic meetings.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

what exactly is happening. Change agents are critical as they are the sources of energy and intellect that help organizational members recognize the need for change, see what the future may look like build support, and mobilize the troops to move towards the vision, assess where and how to proceed next . The change phase is analyzed with context to certain theories which fits the best in different situation. In this case we came to know that while the change phase is going on with have to keep certain factors in our mind which are related to the strategies to be implemented during the change phase. The expansion was there but after the expansion they did not focus on strategically planning and the implementation.

Burke (2014) stated that organizations change from day to day. The changes that take place in organizations can be intentional or unintentional. Generally, the changes that occur is accidental. It is important to have a broader and deeper knowledge of understanding organization change. Understanding what is currently happening as well as trends in which the organization is functioning can provide such awareness.

Africa confided in Roeder that a number of his field consultants had not even bothered to respond to

I realized there are several steps an Organization Developer must consider in order for a company to have a successful outcome when they go through a transition. The OD must be able to identify several different components to produce a positive outcome. For instance, the OD must identify what needs to change with the company and communicate the problem in a clear and concise manner. It is also important to put together a team that can help with the process to ensure that everything goes accordingly. Also, if additional training is necessary then that must be factored in for others to understand the different aspects of someone else’s job. Employees must also understand why the change was necessary; therefore, the OD must be the one to convey that message in order for employees to understand the process of reorganizing. Once employees understand why the change is taking place, they must understand the new plans and goals

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