There have been many transformations, both personally and professionally, that have taken place in the Gupta family recently. The family and business have done an exceptional job adapting to the changes thus far. However, the transition that is about to take place, as you step into your new role could be more difficult for everyone to adjust to. This memo is going to address what should and should not be done during this transition, recommend an action plan that will improve overall chances of success for changes in the business, and recommend best practices that all family business should work towards implementing.
Stepping into a management role can be difficult for anyone who has been with a company for an extended period of time. The transition
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Another transition that raises concern to this issue is Karan stepping up as the CEO of the company. These changes in upper-level management are going to bring about people trying to establish themselves within the business and their new role. There is nothing wrong with any member of an organization trying to establish themselves in their role or to have high goals, however, these things often lead to making unnecessary changes to the business. With your ambitions of becoming a top five player in the industry, change and growth are going to be inevitable, but in order to allow these changes, there will need to be some change in the business culture. In order to allow the smoothest possible culture change, as the new leaders are stepping up, there are four steps that should be followed. First, challenge the status quo, this can be done by asking fundamental question and collecting external data to create a dissatisfaction with the status quo. Second, take an external perspective, focus on the customer and the competition. Third, the leaders need to have a vision of where the company should be going, which you do (move the business towards becoming a top five player). Finally, there needs to be a sense of urgency developed, while avoiding attempting to do too …show more content…
In order for this transition to be as smooth as possible I recommend implementing a consensus/ collaborative decision-making method. The consensus method includes receiving input from important decision makers in a company. This method makes it impossible to receive input from every employee, but if you include key decision makers (Karan, Sumit, and yourself) and lower level management who work with the employees and ask the employees their opinion, it is possible to receive “buy-in” from the employees. The “buy-in” of employees is going to be generated from a sense of inclusion where everyone feels included in the decision, egalitarianism where the input of everyone is weighted the same (even though the employees are not directly involved, their opinion is still considered through the management representatives). The company might be hesitant to implement this decision-making method because of common misconceptions. The most common misconceptions about consensus that I see are; everyone has to be in full agreement, it takes too long, and consensus cannot be reached without the decision being everyone’s first choice. If you would like to discuss these misconceptions more or how to overcome them, feel free to contact
Thank you for your letter dated August 4, 2015, informing my staff and I of your new position as a Human Services Coordinator I/Transition Counselor with the South Carolina Commission for the Blind, effective September 2, 2015. We are very excited for you and hope your tenure will be long and
Consensus may work in some predicaments but insisting it works in all is preposterous. When all is said and done, consensus is not the most effective strategy for decision making, it suppresses creativity, is rarely suitable, and compromises morals and values. In order to be successful, coming up with a resolution should be focused on the whites and blacks rather than the greys. Some things are better kept on paper like consensus
This structure will remain mainly functional but with a more flexible and adaptable system that will allow the company to focus on a project as well as the day to day running of the business. The company is expanding, they have added two new directors to the company’s structure to support this expansion. Kathryn Hannah will be promoted to Director of Organizational Development. Kathryn will be responsible for the change process and she will continue to run the HR department but will take the burden of directive control away from Laura Bolton, leaving Laura to focus on the purchasing department. Sidra Aktar will be joining the company as the new Marketing Director.
This structure will still remain mainly functional but with a more flexible and adaptable system that will allow the company to focus on a project as well as the day to day running of the business. The company is expanding, they have added two new directors to the company’s structure to support this expansion. Kathryn Hannah will be promoted to Director of Organizational Development. Kathryn will be responsible for the change process and she will continue to run the HR department but will take the burden of directive control away from Laura Bolton, leaving Laura to focus on the purchasing department. Sidra Aktar will be joining the company as the new Marketing Director.
I don’t have much management/leadership experiences but the little I do have is being a manager at the tanning salon I recently worked for and also being cheer co-captain when I was in high school. Being a manager for the tanning salon I had to make schedules weekly and making sure everyone knew what time they were working and also working around their personal schedules, training new workers, and making sure the tanning salon was stocked up on all the things needed. Being Cheer co-captain I helped with making practice schedules monthly and dress code policies, training new cheerleaders cheers, and making
1. What are some of the issues this family is facing prior to making a transition decision? After reading the case study charity seems to struggle with the process of switching over to solid foods. Although Charity does well with transitioning around others and peers, her parents seem to have a hard time with the transition process.
Beginning Phase Engagement Process To engage the client and the family, the therapist should provide interpersonal warmth to avoid barriers in the therapist-client-family relationship, and for a successful treatment outcome. Therapist should be empathetic to their client’s and the family’s situation, be culturally competent and respectful, build a collaborative relationship, know the client’s and their families’ needs for treatment, and ensure their understanding of the therapeutic process (Rodriguez, Hoagwood, Gopalan, Olin, McKay, Marcus, & Legerski, 2012). An important engagement strategy is to be empathetic of the client’s and their family’s experience and current situation. To truly understand their feelings, therapist should appreciate
The significance of the experience of transition lies in individuals gaining a deeper understanding of themselves and others. JC Burke’s prose fiction text, ‘The Story of Tom Brennan’, focuses on the transition of the Brennan family, and Tom in particular, from feelings of guilt, anger, depression and despair to acceptance, reconciliation and optimism, in the aftermath of Daniel’s car accident that caused the deaths of two innocent teenagers and the quadriplegia of his cousin, Finn. The other related text, ‘Up’, a fantasy animated film, written by Bob Peterson, reveals Carl’s transition from denying the death of his wife and regretting not fulfilling their dream of moving to Paradise Falls to unexpectedly making new friends who help him accept the passing of his wife. Both texts and my visual representation reflect the protagonists’ deeper understanding of themselves and others as a result of the transition. ‘The Story of Tom Brennan’ (2005) is about the aftermath of a car accident caused by Daniel Brennan, affecting his family and the town of Mumbilli.
Hence, leaders need to be prepared and manage readiness to the alteration by making an environment of honesty and transparency for their team as a successful implementation of the change is unlikely. Employees must be part of the change hence, they must to be told about the requirement of the change and be given a reward to motivate to embrace the change. If change be accepted by all recipients it can be implemented quickly and effectively. The leaders’ attitudes and behaviors have both positive and negative alterations on the change success. Therefore, leaders of organizations need to try and develop a more framing and shaping behavior, adding skills on themselves to change and motivate the subordinates towards the embracing the change.
Read the following article: http://www.forbes.com/sites/stevedenning/2011/07/23/how-do-you-change-an-organizational-culture/ 3. Use the model presented in the article to explore how the companies presented in the text feature changed their
My experience in Change Management is very limited. The theoretical knowledge I have acquired during the first four weeks of this module has made me realize that transforming organizations is a difficult and complex task. I have read case studies mentioning the unique contribution of change leaders whose role is to talk to people’s hearts and minds. I have also understood how important is to reconcile conflicting interests and emergent tensions between top-down transformation initiatives and functional operations. Despite the widespread belief that managing change is tough, there is little agreement regarding the factors which influence change the most.
Step one is to identify all key stakeholders of the company. Step two is to work out their power, interest and influence so you know who to focus more on. Step three is to develop a good understanding of the key stakeholders so you can figure out how to win
PepsiCo International seeks for employees that are passionate with their work together with an energetic workforce. For this to happen, TMC has came out with their own modified simplified John Kotter’s 8-Step Change Model, it’s a four step process known as the Culture Change Roadmap. The change started in 2004 and with this, it has successfully guided PepsiCo International throughout. Ever since the implementation of the Culture Change Roadmap, PepsiCo International has shown significant improvement. It has first of successfully created an awareness of understand diversity and inclusion especially among the senior leaders.
What would you recommend the company do to maintain its competitive advantage over the next five