Levi Strauss & Co.: Managing Organizational Change
Levi Strauss & Co suffered from poor leadership right at the executive management level. Robert Haas as the CEO of the organisation, seem to lack assertive and directive decision making skills at a senior level. He involved everyone in all decision making which degenerated in endless meeting and no successful outputs.
R. Burke: 2013: 340 explains types of decision making continuum that can be used in leadership:
1. Autocratic (Non Involvement) – This type of decision making team members are not consulted, not their view is considered. Furthermore it is explained by a group of researchers led by psychologist Kurt Lewin that Authoritarian leaders, also known as autocratic leaders, provide clear expectations for what needs to be done, when it
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Organisational Issues
7. Stakeholder Issues
8. Personal Differences
3.1.3 Absence of Communication in the organisation
When drastic changes were initiated in the organisational structure at Levi Strauss & Co, and the Customer Service Supply Chain embarked on improving everything. Communique was omitted for the internal stakeholder (employees).
This displays a lack of a structured managed Strategic Organisational Transformation. Steyn & Schmikl discusses in Programme – Managing Organisational Performance and Innovative Performance 4 stages of the Master Programme plan for Managing Strategic Transformation:
1. Establish the Office
2. Strategic Analyses
3. Strategic Development
4. Strategic Implementation
All 4 steps were not exercised hence the failure to in understanding the conceptualisation of the master programme. When establishing the office, they are key role players with strategic roles and responsibilities. These are role players inter alia industrial psychologist, communication officer, where major radical transformation and change is required, and a business intelligence specialist.
With the role of a communication officer defined as the key factor for the success in strategic transformation and innovative change
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