question archive Jack White is the newly appointed general manager of the pet food division of Strickland Corporation
Jack White is the newly appointed general manager of the pet food division of Strickland Corporation
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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. He also suspects that some of this resistance will come from people with the capacity to act in ways that could seriously impede successful change. 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.".
- What would be your recommendation?
- What factors should Jack take into account in deciding what course of action to take?
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Answer:
The most appropriate recommendation is that Jack should consult. An organization performs better when consultation is prioritized. Workers should seek to make the right decisions as they have been consulted within the organization. Chane can either lead to improvement or deceleration in performance. Organizations that remain competitive are often involving among workers and leadership. Decisions are made after consultation with the workers and the leadership. Jacks' change plan will be successful when he implements consultative forums with the employees and senior management. Resistance is could to occur when there is a lack of consultation.
In deciding what cause of action that should be decided both options should be considered and their envisaged outcome. The organization should be prioritized; hence, decisions that are made must be accountable. As a leader, Jack should seek to consult, which will influence the growth and competitiveness of the organization. It is vital to seek the opinion of senior managers to influenced change picking up in the organization. Jack should consider the stability of the organization in making decisions in the company.
Recommendations from an expert is an essential course of action. Organizations should seek to be improved occasionally; hence, the change should be a constant factor. The leadership should prioritize management with a consultation to ensure the transition is sustainable and responsive as envisaged. The change will be impactful when decisions are taken with every department.
Priority should consider continuity of the business. Decisions should be prioritized in a manner that will improve the outcome of the organization. Competitiveness and stability of the organization should be prioritized when dealing with the organization. An essential aspect of the organization should be sought after when making decisions. Business continuity requires accountable leadership in the organization.
Reference
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. International Journal of Project Management, 36(1), 134-146.
