Sources Of Resistance And Changes Of The Ajax Minerals Essay

Many types of risk are created – risk to the project, to the organization, to the employees involved and to the individuals supporting the change.

In this case, there are few symptoms clearly stated that something has gone wrong for this company. These symptoms can be classified into two main areas; one is the negative feedback from the customers and another one if from its own employee’s job dissatisfaction.

The management level of this company has lack communication with their employees. The company never empower their employees, which makes all the employees become lazy and more likely to listen the orders from the SMART group.

Some employees resisted the change which happened during the prior restructure where management was downsized

The setting of this case study was the Texas Plant. The Texas Plant produced excellent quality goods, but it was not competitive because of its slower speed of product changeovers, higher costs, and environment of “bureaucratic status quo” (Pryor et al., 2011, p. 111). In addition, the plant’s union leaders, management, and employees lacked positive, working relationships. Corporate leaders hired a new, aggressive vice president, David, to transform the plant by empowering employees and establishing continuous improvement processes (Pryor et al., 2011). David, in turn, bypassed the plant’s Human Resources (HR) and hiring director, Harvey, and hired Paula

I was one of the few employees that were willing to ride the waves and give the new changes time to develop and work themselves out. The leadership could have avoided falling into the same trap of employee turn over, if they had put the effort to provide the necessary support during the stages of change and refreezing. (Nahavandi, p. 284)

Clear Directions – It’s evident, and mentioned multiple times in the videos, the company lacks clear vison and directions. The management may be aware of the directions they would like to take the company is (although it’s doubtful) however, it’s not clearly communicated to the employees. As it was mentioned in the videos, employees didn’t feel involved or having ownership.

Change in a business is inevitable and typically only the strongest thrive. With a fluctuating economy and constant technological advancements, organizations are expected to adapt in order to survive. When a business is posed with an issue or change, it must develop new business and strategy structures and implements those developments throughout the entire company. Communication, education and participation are all required for a change model to be successful. Though change and adaptation may be needed to better the company, with implementation of change comes resistance. Most companies face resistance on an organizational and individual level during a transition. However, it is how the company is able to overcome

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.

Bolognese, A. (2002). Employee Resistance to Organizational Change. Retrieved December 2, 2006 from Internet, http://www.newfoundations.com/OrgTheory/

The company did have an issue that required decisive leadership but had no protections in place against issues caused stakeholder framing and perceptual defense (McShane & Von Glinow, 2015). Johnson has insisted that the organization’s resistance to change and comfort contributed to the poor outcome (Townsend, 2015). Employee opinions were not solicited, so likely not offered, and therefore these stakeholders had no investment in contributing to successful implementation of new

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

* The company renamed its water unit from Perrier Vittel S.A. to Nestlé Waters, and bought Russian bottled-water company Saint Springs.

In this case-study for Electra Products’, I will be addressing relevant, organisational behaviour and communication issues that must be addressed in order to “revive the failing company” (Samson, 2012). Specific recommendations will be offered to further assist in focusing on the key outlined issues and what actions would be most appropriate to take from this point. Throughout the report, it is clear the attitudes of staff are becoming unfavourable and has resulted in a lack of job satisfaction, thus becoming a crucial behavioural issue within the company, restricting its progression and the success of the empowerment campaign implemented by the company’s new CEO. Selective perception and emotions of the staff are creating communication issues that are barriers and are “going to be an obstacle to the empowerment efforts” (Samson, 2012). Limitation’s that restricted the recommendations for this case study were lack of information on each of the departments and individuals involved. There was also no clear mission statement or goals stated to help the employees and departments understand where the team leader desired the company to be repositioned. Communication involves a transfer of meaning and understanding, staff need to have a solid understanding of the company’s mission statement and the individual goals of each department. If they can understand and adjust to work with one another’s goals, it will create greater, more positive diversity in the ideas

motivation for the employees to take part in this change. Unfortunately, this vision did not