Case Study: Polyprod Change Implementation
The change involved the creation of regional offices and new management systems in polyprod. Key aspects of the organization and its change plan are then described, followed by a description of how the plan for and effects of change evolved over time. To develop the change process and critical issues face in managing the change the issues below for polyprod are considered:
Polyprod Change Implementation
When evaluating polyprod change effort, two principal aspects should be considered: 1) the success of the change and 2) the success of the implementation. The first aspect asks, "Did polyprod change the right thing?" It deals with whether or not the appropriate strategy was undertaken, given the circumstances. The latter aspect asks, "Did
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Indeed, they are not equivalent. For example, it is possible to flawlessly implement an organizational change, perfectly executing an ineffective business strategy that will ultimately fail to achieve the desired results in the operating environment (Kotter, 2008).
Organizational Change at polyprod
Culture may be defined as a pattern of assumptions, values, and artifacts whose shared meaning is acquired by members of a group. Its acquisition, as social heredity, is an ecumenical aspect of being human. This notion represents the classical view of the culture concept and how it developed within the discipline of anthropology and the study of whole societies.
There are then three levels at which cultural differences may be discerned: societal, organizational, and subcultural (group). The presence of culture at multiple levels suggests that actors will only partially share a common culture blueprint. Instead, they will act on the basis of a socially constructed reality given their experiences within the cultures in which they participate and their perceptions of those experiences (Holt,
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Communication is also very crucial in conducting change management at polyprod. As the leader is ought to be able to keep the workers well informed and create an understanding while also create opportunities to get them involved in the process. Leaders must also be able to identify the needs throughout the process. By doing this, the right leader can be identified and will create the best possible opportunity for the department to develop. Lastly, it is also important to make decisions based on what was informed and needed besides ensuring that they are being
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Lou Gerstner's Transformational Leadership Style
921 Words | 4 PagesHence, 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.
Planet Air Travel Case Study
2049 Words | 9 PagesRecommendations using the Tipping Point Leadership with emphasis on Kirkpatrick’s (2012) three key factors to successful change; empathy, communication and participation are also covered at the end of the report. 2.0 Drivers of Change 2.1 External drivers of change Economic factors cause by global financial crisis has impacted PAT to incur losses severely. PAT has to improve its financial status with lower expenses for the survival of its business. Globalisation involves the integration of business operations to compete internationally (Mullins, 2010).
Lewin's Change Management Model
935 Words | 4 PagesThe post office was experiencing serious economic turmoil and overall poor performance and as a result, the change generators ventured into a process of change management. Change management according to Lewin's Change Management Model states “Change Management is a broad discipline that involves ensuring change is implemented smoothly and with lasting benefits, by considering its wider impact on the organization and people within it. Each change initiative you manage, or encounter will have its own unique set of objectives and activities, all of which must be coordinated.” This model is divided into three (03) phases unfreezing, changing, and freezing. In the case these phases were adapted as Generating change, Implementation and Adoption.
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Change Management Reflection
878 Words | 4 PagesThat requires a thorough analysis of the expected benefits in relation to the degree of business change. A change that affects the entire organization would have the potential to increase business revenue substantially. As change grows in cost and complexity, the higher will be the scope of change and, subsequently, different strategies should be introduced. Once the degree of change is determined, a suitable delivery program for the organization should guide all change effort.
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