Maria Smith has a successful career in Marketing having lead numerous successful marketing initiatives at Zion’s operations in Oregon, USA. The majority of her initiatives resulted in improvements in the Company’s bottom line. Maria was known for her vision, humility and excellent relationship with staff. Maria led a team of ten (10) persons in Oregon. As a result of her success Maria was offered an attractive opportunity to lead a team at Zion’s New Zealand operation. The change would allow Ms. Smith to utilize her marketing experience, as well as earn an attractive remuneration. Maria considered the change an excellent opportunity, however, it meant a relocation for her family. Her family lived in Oregon for more than a decade. Based on research Maria noted that the marketing strategies and leadership styles in New Zealand differed from what she traditionally practiced and she found Hofstede's Six Dimensions of Culture informative. Maria recognized the importance of being familiar with Goldman’s six leadership styles and the need to be a change agent in her new position. Maria decided to utilize a change management model and effective assessment tools to enhance the operation of Zion’s New Zealand operation. Zion’s New Zealand operation historically a success experienced a decline in profitability due to the changing economic landscape and competition. Over the past two decades Zion’s Operation in New Zealand was led by Zack McKenzie. Zack was a leader who exercised total control and oversight of the marketing strategy and was reluctant to change his strategy significantly despite declining bottom- line. Zion’s New Zealand Operation comprised of fifty (50) persons. Maria will replace Zack who is eight months away from retirement. Helen Rodriquez, Assistant Director always expected that she would be promoted to Zack’s position, as the organization traditionally promoted from within. The announcement of Maria’s posting caused Helen to become disappointed. Furthermore, staff at the New Zealand office became worried about how the change in leadership would impact their jobs and responsibilities. Even though Zack exercised total control and oversight, staff were accustomed to his leadership style and knew what to expect. 1) Provide a summary of your understanding of the change management issues involved in the case 2) Examine the case using a change management model 3) Evaluate the importance of a change agent
Maria Smith has a successful career in Marketing having lead numerous successful marketing initiatives at Zion’s operations in Oregon, USA. The majority of her initiatives resulted in improvements in the Company’s bottom line. Maria was known for her vision, humility and excellent relationship with staff. Maria led a team of ten (10) persons in Oregon. As a result of her success Maria was offered an attractive opportunity to lead a team at Zion’s New Zealand operation. The change would allow Ms. Smith to utilize her marketing experience, as well as earn an attractive remuneration. Maria considered the change an excellent opportunity, however, it meant a relocation for her family. Her family lived in Oregon for more than a decade. Based on research Maria noted that the marketing strategies and leadership styles in New Zealand differed from what she traditionally practiced and she found Hofstede's Six Dimensions of Culture informative. Maria recognized the importance of being familiar with Goldman’s six leadership styles and the need to be a change agent in her new position. Maria decided to utilize a change management model and effective assessment tools to enhance the operation of Zion’s New Zealand operation. Zion’s New Zealand operation historically a success experienced a decline in profitability due to the changing economic landscape and competition. Over the past two decades Zion’s Operation in New Zealand was led by Zack McKenzie. Zack was a leader who exercised total control and oversight of the marketing strategy and was reluctant to change his strategy significantly despite declining bottom- line. Zion’s New Zealand Operation comprised of fifty (50) persons. Maria will replace Zack who is eight months away from retirement. Helen Rodriquez, Assistant Director always expected that she would be promoted to Zack’s position, as the organization traditionally promoted from within. The announcement of Maria’s posting caused Helen to become disappointed. Furthermore, staff at the New Zealand office became worried about how the change in leadership would impact their jobs and responsibilities. Even though Zack exercised total control and oversight, staff were accustomed to his leadership style and knew what to expect.
1) Provide a summary of your understanding of the change management issues involved in the case
2) Examine the case using a change management model
3) Evaluate the importance of a change agent
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