During This Week You Will Be Working On An Individual Case ✓ Solved

During this week, you will be working on an individual Case

Jack White is the newly appointed general manager of the pet food division of Strickland Corporation. He has completed a strategic review that has convinced him that the division needs to undergo rapid and substantial change in a number of areas, given the recent strategic moves of key competitors. Although Jack is new, he is familiar enough with the company to know that there will be significant resistance to the changes from a number of quarters.

Jack reflects on the situation. He believes that it is important to introduce the proposed changes soon, but he also recognizes that if he acts too quickly, he’ll have virtually no time to have a dialogue with staff about the proposed changes, much less involve them in any significant way. One option is to act speedily and to make it clear that “consequences” will follow for anyone not cooperating. He certainly has the power to act on such a threat. The risk, Jack knows, is that even if no one shows outright resistance, there’s a big difference between not cooperating and acting in a manner that reflects commitment.

He knows that he needs the cooperation of key groups of staff and that sometimes “minimum-level compliance” can be as unhelpful as resistance when it comes to implementing change. “But maybe I’m exaggerating this problem,” he thinks to himself. “Maybe I should just go ahead with the change. If people don’t like it, they can leave. If they stay, they’ll come around.” But Jack is not sure.

He considers another option. Maybe he should spend more time on building up support at least among key groups of managers and staff, if not more broadly across the organization. “Maybe,” he reflects, “the need to change is not quite as immediate as I think. I just know that I’d feel a whole lot better if this consultation could happen quickly.

Paper For Above Instructions

In managing organizational change, particularly in a business context like Jack White's situation at Strickland Corporation, it is crucial to strike a balance between swift action and thorough communication. Jack is faced with a dilemma—whether to implement changes rapidly in response to competitive pressures or to take the time necessary to build consensus among his staff. My recommendation is for Jack to pursue a more consultative approach, which would involve engaging key stakeholders within the organization to foster a sense of inclusion and ownership in the change process.

Understanding Resistance to Change

Resistance to change is a natural human response; it often stems from fear of the unknown and apprehension about personal impact (Kotter, 1996). In Jack's case, he acknowledges that there will be significant resistance from various quarters. This resistance cannot be disregarded, as it can lead to negative outcomes such as decreased morale, increased turnover, and ultimately, unsuccessful implementation of change initiatives (Piderit, 2000). By prioritizing communication and consultation, Jack may alleviate fears and build trust among employees, leading to a more successful transition.

Involving Employees in Change

Involving employees in the change process has been shown to enhance acceptance and commitment to new initiatives (Lines, 2004). Jack should consider organizing meetings or workshops where he can present his vision and the reasons behind the proposed changes. This dialogue will not only help in addressing concerns but also in gathering valuable feedback that could refine the proposed changes and make them more palatable to staff. Furthermore, by actively listening to staff inputs, Jack can identify potential champions for change within the organization who can influence their peers positively.

Assessing the Urgency for Change

While Jack believes that the need for change is urgent due to competitive pressures, he must assess the actual urgency of the change. An immediate implementation may not be as critical as he perceives. Taking the time for consultation can result in more sustainable change in the long run (Buchanan & Boddy, 1992). Effective change often respects the organization's culture and takes into account the timing and pacing of change initiatives. Jack might engage in a preliminary impact analysis to evaluate how quickly changes need to be implemented versus the potential disruption caused by rushing the process.

Building Support Among Key Stakeholders

Another crucial factor to consider is the building of support among key stakeholders. Jack should identify influential staff members and key managers who can serve as advocates for the change. By seeking their input and potentially involving them in the decision-making process, Jack could create a coalition of support that would enhance the likelihood of successful change (Kotter, 2012). This coalition can help in mitigating resistance from others by disseminating information and creating a positive narrative around the changes.

Utilizing Change Management Frameworks

Jack should also familiarize himself with change management frameworks that provide structured approaches to managing change. Models such as Lewin's Change Management Model (unfreeze-change-refreeze) or Kotter's 8-Step Process for Leading Change can provide guiding principles and strategies that he can tailor to Strickland Corporation’s unique context (Kotter, 2012; Lewin, 1951). Frameworks can assist Jack in navigating through both the emotional and logistical challenges of organizational change.

Conclusion

In conclusion, Jack White is at a pivotal moment in his management career, and the decisions he makes regarding change management will have significant implications for the pet food division of Strickland Corporation. Rather than rushing into change, I recommend that Jack adopts a more consultative approach, which involves listening to employees, assessing the true urgency for change, and building support among key stakeholders. By approaching change thoughtfully, Jack can foster an environment of collaboration and commitment, ultimately leading to a more effective transition.

References

• Buchanan, D., & Boddy, D. (1992). Power, Politics and Organizational Change. London: Sage.
• Kotter, J. P. (1996). Leading Change. Boston: Harvard Business Review Press.
• Kotter, J. P. (2012). Leading Change: Why Transformation Efforts Fail. Harvard Business Review.
• Lewin, K. (1951). Field Theory in Social Science. New York: Harper & Row.
• Lines, R. (2004). Influence of the Organizational Change Process on Employee Commitment. Journal of Organizational Change Management, 17(3), 292-314.
• Piderit, S. K. (2000). Rethinking Resistance and Recognizing Ambivalence: A Multi-dimensional View of Employees' Responses to Organizational Change. Academy of Management Review, 25(4), 783-794.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational Change: A Review of Theory and Research in the 1990s. Journal of Management, 25(3), 293-315.
• Burnes, B. (2004). Managing Change. New York: Pearson Education.
• Kotter, J. P., & Cohen, S. (2002). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business Review Press.
• Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government, and Our Community. Prosci.