Good S 2 Issue – Organizational Element That Needs To Be Adjusted To Support The Element Of Management Style Identified Above (5 Points): Case Study Example

Impact of Assimilation on STAFF (5 points):

Managerial change at White Cap would change the manner in which the staff relate to their job and the management at the company. Currently, at White Cap, the management style is one that avoids cross-communication and assimilation would change this style. For example, Tom Green’s management style would change from delegation to being more involved in the workplace. Team spirit in the marketing team as well as the entire team at White Cap is expected to improve after assimilation.
The core element of management at White Cap is generally driven by a family structured style that the management uses to run the organisation. This management style is characterized by long-term employee loyalty as well as job security. The basis of this management style is loyalty based on years spent in the organisation and a stacked up way of doing business. Managers such as Tom Green delegate duties to their subordinates.

Some of the major organisational elements that need to be changed to support the element of management identified above are the overall organisational culture, the management style utilized, the marketing model used, and the human resource department.
2)

Awareness (10 points)

Qualitative assessment of readiness
On a five-point scale, the management culture within the organisation seems to be influenced by the existing way to do business. The awareness of change in this case can be described as being low among managers and employees.

Score

In this case, the score based on a five-point scale is 2/5
Plan
The plan to initiate awareness of change will be to create presentations that explain the need for change to the employees. This will be presented to the top-level management in order to increase the awareness for the need for change.

Desire (10 points)

Qualitative assessment of desire
Considering the fact that most employees at White Cap have worked in the company for many years, one can conclude that they are not ready for change. This is because of the fact that they are used to doing things in a certain way. This implies that they have a low desire for change.

Score

Based on a five-point margin the score is 1/5
Plan
The plan will include introducing new ways of doing things at the workplace and encouraging employees to adopt the changes. Furthermore, this will involve setting new objectives for managers to reach based on the changes implemented. This will help in improving the desire for change within the work environment. A radical shift in management will be important in affecting and creating an environment of readiness among staff in the organisation.
3)

Who is served (2 points):

What the organization does (2 points):
White Cap as an organisation is responsible of creating a new approach to management in order to eliminate current the existing culture in the organisation concerned with the changing dynamics. The organization should support and fully embrace the changes introduced.

Where most effort placed (2 points):

Most effort in this case is placed on implementing changes to White Cap’s organisational culture. The culture is in this case viewed as being integral to achieving success in terms of change. A new culture us thus the target of much of the organisations culture.

Why focus on particular work and goals (2 points):

Focusing on a particular goal for the organisation is critical to achieving success in the organisation. By focusing on a particular goal, Browning will be able to actualize the different changes that need to be made in different areas of the organisation

How to operationalize efforts (2 points):

Efforts in this case will be operationalized using other department heads. The efforts to change the company’s culture and management strategy will be passed through department heads who will be asked to enforce new changes in the organisation.

Vision Communication: (5 points)

The communication in this case will be done through the department heads in order to introduce staff members to any new changes implemented. This will be done by circulating memos and emails to all department managers with regard to proposed changes and visions. The department heads will be responsible for ensuring that the proposed changes are effected. Communication will thus involve the management since this most effective tool to pass along the change in vision.

Ch 6: Resistance to Change Perspective (5 points):

Proposed change:
The proposed change in this case will involve changing the family style management style from a Laissez-faire style to an autocratic style. Furthermore, it is imperative to change the organization culture to a normative culture where employees at White Cap will be required to follow specific guidelines while at the workplace.

Source and nature of resistance:

The major’s source of change is due to the company’s department heads since they are currently comfortable and are happy with the manner in which the organization approaches its business. Employees at the company are also a leading source of resistance. The nature of this resistance is strong since these parties are already used to the current organization culture.

Plan to cope with/manage resistance:

In order to address this resistance is to first analyze the root cause of the resistance. This will provide insight into the true nature of the resistance experienced. The attitude of the employees towards change will also be addressed. In order to achieve these employees will be offered incentives in order to adopt the proposed changes. Employees will also be involved in the change process in order to make them feel included. Lastly, the goals set for employees will be changed over time in order to encourage them to change their current way of thinking and reduce the resistance noted.