Recommendations Regarding Initiating Change Within The Manufacturing And Distribution Division Of Polyprod

The most important resource, and the one in least supply, is additional time for those involved in restructuring. When implementing change, you must be creative with time, all the plans be perfect however if there is no time for the people involved to come together the perfect plans cannot be executed. Guideline five, acknowledge the emotional reaction to change. When implementing change, you should anticipate emotional reactions to change. The stages of emotions are; uninformed optimism, informed pessimism, hopeful realism, informed optimism, and a sense of rewarding completion. Guideline six, anticipate restructuring problems and identify problem-solving skills. Attitude and emotional issues; process factors such as lack of coordination, planning, or communication; and lack of resources are a few problems that should be anticipated whenever change is being facilitated. Other predictable problems are unanticipated crises, competing demands, limiting physical environments and perceived low or minimal control among those involved in the change effort. Effective problem solving approaches

Problem Identification - The most critical issues involved in managing and implementing the changes at the Jackson plant include a new plant, new methods and processes, and changed relationships. The new plant will also have the inherent vagaries of starting up new equipment and the associated learning curve for the operators. If this learning curve is not addressed aggressively, any expected gains in productivity could be lost. I would suggest the creation of plant simulators and a requirement that all operations employees be trained on the new operation. The new methods, processes and materials could pose a problem for operations. The old plant has been running for many years and there is a wealth of experience within the operators. Most of the work force has “grown up” in that plant and may be resistant to change. If the workforce feels that the new methods and processes are too cumbersome, they may try to circumvent the new methods and revert to the old methods. This would negate the reason for building the

Implementing change in an organization is complicated. It is important that a manager understands their role and responsibilities for which could very well be the success or failure of an organization. A manager should know how to handle staff resistance, and the areas that require change. There are processes that help management with assisting their staff members with adjusting to change and concentrate on the areas of importance. This process includes planning, assessment, implementation, and evaluation. The difference between a failed organization and a successful manager is when the manager has the ability to implement change with little disruption to

Mr. Browning was well aware that that employees and managers were reluctant to change therefore he’s first objective should be is to create a feeling of urgency for

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.

In order to obtain long term success, it is important to strictly follow Kotter’s Eight Step Change Model in the correct order. The first step is to create a sense of urgency among the staff. The PCA called in a meeting and introduced the concept of the change and reason for the change. It was a mandatory meeting and snacks and beverages were served. Several concerns and threats affecting the financial aspects of the company and how to maintain job security were addressed. Employees were asked one by one how they like what they are doing, why or why not they like it, what is important to them and what do they think can be done to improve it. Creating a guiding coalition and directing others in the right direction of change is the

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.

This paper will explain the managers’ role within a company and their responsibility when implementing a change within a company. It’s not just the planning and organizing talking about what plans need to be placed in order to create a change in a company, but the manager must know what to expect and how to completely deal with staff to make a positive outcome for the team. In the end this paper will provide and explain the change process; assessment, planning, implementation, and evaluation.

He found out that the company was latent with financial and operational problems which threaten Home Depot’s future. The company was distinct in retail and extremely entrepreneurial based, along with customer focused business. Nardelli was not necessarily a tyrant, he just assumed he could treat Home Depot the same way he would any of his previous companies he worked for. With Nardelli being industrial based versus retail based, he concentrated on overhauling the processes but swept aside the elements that made Home Depot special in the process. Nardelli has a tough-minded approach to changes, which he probably learned at GE, but this set him on a collision course with the free spirited and close-knit culture fostered by his Home Depot predecessors. By the end of this case study, many of the original leadership for Home Depot were gone, whether they retired, were let go, or quit. Of course, Nardelli would still make himself accessible and was comfortable interacting with all levels of an organization, from CEO’s to factory workers. He was firm but still considered to be “a breath of fresh

Looking at three approaches by Freeman and Cameron’s (as cited in Lam, 2014, pg.137), we will consider the changes in work design, changes in technology and change in structure. In addition we will look at what Similarly and Cascio (as cited in Lam, 2014, pg. 137) suggest for steps to restructuring. In these steps the most important action is to communicate to all employees of what is being considered and what is going to happen. Also suggested is to seek employee’s input for making change which could include a round table meeting lead by Mr. Ramon

MDF’s need for change is the result of external forces and an effective turn around will need a change in culture. The cultural shift from order and control to flexibility and dynamism is paramount to company’s success going forward. For years our customers tolerated MDF’s inefficiencies and subpar responsiveness due to our technological advantages. But, with the introduction of competitors with similar products, we no longer have that advantage. Using Kotter’s eight stages of change (Baldwin, Bommer, & Rubin, 2013) as a framework, the initial step of creating sense of urgency must be to invigorate the executive team. They must realize that the current environment has costed MDF its leadership position. Change is the only way that will help

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.

Roberta’s efforts up to date with PolyProd in improving the situation are average at most. The right ideas are in place, however the proper leg work still needs to take place in order for anything to become accomplished. In order for Roberta to be able to pull this off the team as a whole needs to come together as a cohesive unit. The book Organizational Change and Development tells us that a cohesive team includes encouraging, harmonizing, compromising, setting standards, and observing (Cummings, T.G. & Worley, C., 2005, Organizational Change and Development, Page 109). In order to convince Stewart Jones to proceed with the project, Roberta must show the importance of have set standards across the company and holding every team member accountable if they do not follow the guidelines. Roberta can back up her suggestion by having statistics from other companies that went through similar situations and show how the numbers were before guidelines and training took place, and then shows statistics after. In order for Roberta to create an effective change process she first has to have a company meeting with all management. The meeting should go over all the guidelines that will be put into place and the new procedures to adhere to in all documentation processes, most importantly is to have a training session to teach all employees and managers their

To successfully achieve her goal of a more profitable company Helen must rely on the support of the workforce. As resistance to change is common human behavior the

A polymer is a large molecule consisting of many smaller subunits known as monomers. There are different types of polymers and many uses for all of them. Even though people may not realize it polymers play an essential role in our everyday life. For polymers range from plastics, PVC, and Styrofoam to key structures in the human body like DNA and proteins which are key components to the human body that makes it possible for each of us to live and be unique. So with out polymers in our body we would be dead, and with out them in our society it would be a drastically changed for the worse to say the least