Team In Transitional Tech Manufacturing Has Experienced A Do

Team In Transitional Tech Manufacturing Has Seen A Downturn In The Mar

Team in Transition Al-tech Manufacturing has seen a downturn in the market which resulted in a reduction of sales and net income. In a move to improve profitability and reduce overall administrative expenses, senior management has decided to merge with a former rival company (Border Manufacturing). The offices of the two companies were merged which necessitated some layoffs. You are a manager with Al-tech. Before the merger you had a team of twelve who were responsible for the administration of payroll.

During the merger, your boss was let go along with four of your team members. You have two new team members (John and Kerry) from the Border Company. John and Kerry come from a different part of the country, have a different work ethic and exhibit a different culture. They actively try to engage the existing payroll administration team members in finding ways to be more productive. Your original team members’ response to these two new members’ suggestions range from hostility to curiosity as they were used to simply being told what to do.

Several members of your team have been adversely affected by the change. For example, Bob has told you that he is actively looking for a new job and Jill’s productivity has slowed. When asked why, she tells you she wants to know, in writing, what she needs to be doing different to meet the new reduced cost goal. Anne, who was the energetic one on the team, is now concerned that she will be the next one to go and has become very quiet. It was your job to pull these team members together, to determine how to do payroll for the merged company with less staff, and therefore to reduce costs.

And you succeeded! You’ve been asked to write an article for your company newsletter, explaining what the situation was and how you succeeded in managing the change to your team. Directions: Write a 3 to 4 page newsletter article as the manager of this fictitious company with a team as described above. Include the following points in this article: The classification and explanation of the change as either first-order or second-order. The challenges that team members felt due to the downsizing and the merger.

Give two examples of each. The risks you anticipated and the mitigation steps you planned in dealing with the risks. Give an example of two risks, each with a mitigation plan. The types of resistance your team exhibited and what techniques you used in dealing with each type. Give three examples. The eight steps you took, using Kotter’s change management model, to engage your team in making the transition successful. Make sure to include at least 3 outside resources, one of which may be your text, to justify your suggestions. Your report should be professional and directed toward middle management.

Paper For Above instruction

In the context of organizational change, the recent merger between Al-tech Manufacturing and Border Manufacturing exemplifies a second-order change, characterized by fundamental shifts in the company's structure, culture, and operational processes. Second-order changes typically involve strategic reorientation and often provoke profound resistance from employees due to their disruptive nature (Cameron & Green, 2019). Recognizing this classification helps managers develop appropriate strategies for managing transitions, especially when employees face significant upheaval.

Throughout the merger, team members experienced several challenges rooted in both emotional and practical domains. One primary challenge was adapting to a new team dynamic, as original members like Jill and Anne felt uncertainty and insecurity about their job stability. For example, Jill's request to receive written feedback underscores her need for clarity and reassurance amid organizational ambiguity. Another challenge involved integrating new members, such as John and Kerry, whose different cultural backgrounds and work ethics created initial friction. One team member responded with hostility, resisting collaboration, while another showed curiosity and openness, indicating varied receptiveness to change (Rauch & Behling, 2018).

Anticipated risks in managing this transition included decreased morale and productivity, as employees grappled with layoffs and cultural shifts. To mitigate these risks, I implemented transparent communication strategies, including regular team meetings and one-on-one discussions to address concerns proactively. Another risk involved the loss of key personnel, which could destabilize the team further. To counter this, I focused on retaining trust and engagement through recognition and involvement in decision-making processes, thereby reducing the likelihood of voluntary departure (Kotter, 1997).

Resistance manifested in various forms. For instance, Bob actively sought new employment opportunities, reflecting resistance through disengagement and exit intent. Jill’s request for written instructions exemplifies passive resistance, indicative of uncertainty. Anne’s silence and withdrawal signaled avoidance and fear of redundancy. To address these behaviors, I employed techniques such as individual coaching to rebuild confidence, facilitated open forums to foster dialogue, and emphasized shared goals to align team interests (Lewin, 1947; Kotter, 1997).

Applying Kotter’s eight-step change management model provided a structured approach to navigate this upheaval successfully. First, I established a sense of urgency by communicating the challenges facing the organization, emphasizing the need for rapid adaptation. Second, I formed a guiding coalition of team leaders and key stakeholders to champion the change process. Third, I developed a clear vision and strategy to guide the transition. Fourth, I communicated this vision consistently through multiple channels to foster understanding and buy-in. Fifth, I empowered employees by removing barriers, encouraging participation, and providing necessary training and resources. Sixth, I generated short-term wins by setting achievable goals, such as successfully coordinating payroll during the transition period. Seventh, I consolidated gains by analyzing what worked, celebrating successes, and integrating changes into daily routines. Finally, I anchored new approaches by embedding them into organizational culture, reinforcing the importance of adaptability and continuous improvement (Kotter, 1997).

References

• Cameron, E., & Green, M. (2019). Making sense of change management: A practical guide. Kogan Page.
• Kotter, J. P. (1997). Leading change. Harvard Business Review Press.
• Rauch, R., & Behling, O. (2018). Organizational change: Art, theory and practice. Routledge.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5–41.