1.0 Overview of the Situation
The case study for the situation is entitled "The perils and pitfalls of leading change." The case study entails the story of a young man by the name Daniel Oliveira who was studying in his final year in a business school. Daniel acquired a fashion and retail company management job that he had been aspiring to have for his entire life after an interview that entailed a total of ten thousand applicants. He worked no the situation and indeed yielded a tremendously positive outcome while he was a manager.
The performance of his job as a manager was a great success since the company acquired its set goals and objectives as projected. Daniel was pleased, and even that top management of the company was happy with his performance, and since he was young and healthy, they decided to promote him for a full-time managerial job in Victoria town that was on the far end of the country.
Upon arriving at the new store, he took his adequate time to socialize with the working staff in that store as Prado, a former manager had advised him. Daniel accessed the situation of the new store and noted a few areas that he believed needed change for effective performance. He then called the supervisors and talked to them about his original plan and how it would be implemented. To his surprise, his changes were never fulfilled; however hard he tried to affect them.
It was not until the meeting with Rodriguez, the leader of the ladies that Daniel realized that the main reason his plans were failing and poor performance outcome. Rodriguez opened up and told him that many of the workers disrespected him of his age and therefore, could not adhere to any of his new changes. Due to the poor performance, the top manager of all the companies paid him a surprise visit to talk to him about the situation; he did not fire him but instead gave him an opportunity to rectify the situation.
2.1 Problem Definition
According to the case scenario Daniel Oliveira, while in his managerial role, we can note that right after Oliveira was appointed his full-time job, he just went there with a mentality of joy and happiness of the success of his previous performance. He was so eager to continue his full-time managerial job in the new store and had a lot of ideas in mind to implement.
Just right after Oliveira had assessed the situation, he decided to implement his new ideologies and concepts that he taught would help turn around and improve the position of the store so that it would come at the same level as all other branches (Cates, Riederer, Tacha and Awanda 2017). However, after talking with all the supervisors an leaders of different departments within the company about his new changes and how they would be implemented, everything looked promising, but there was still no improvement. Oliveira did not lose hope but instead kept on pressing and even went ahead to move around in every department to ensure that his new ideas and concepts were implemented (Cook, 2015). This also forced him to give in an extra effort by increasing his work time from sixty hours per week to seventy hours per week.
Despite Oliveira's efforts, there was still no positive outcome, but the performance kept getting worse and worse. When asked the supervisors on what was going wrong, they could use excuses like "sorry we forgot to implement it" "we will affect them immediately" etc.
Therefore, according to the case study, it is evident that Oliveira was enacting changes in every department, but right after he would leave, the workers would go back to their normal activities and did not adhere to Oliveira's concepts. He did not lose hope but instead kept on fighting and even made an effort of joining the workers in their various departments and started to work with them as a sign of motivation. According to Oliveira, he believed that working with the workers together, and it would encourage the workers and steer them to work hard and enact the new changes effectively. This still did not yield a result, and the performance kept deteriorating.
After having a meeting with Rodriguez, a leader of the ladies department concerning the situation, Rodriguez was open and informed him of the real reason why everything was not working out (Cook, 2015). She told him that al the workers disrespected him because he was young than many of them and did not acknowledge listening to him or consider him as a manager. This was indeed the real reason as to why everything was not working out as per Oliveira's desires.
The problem implied that both all the supervisors and the workers within the store were in unison of neglecting the manager's new ideas and concepts. The significant reason that made them boycott the manager plans that the manager just came in and after a few whiles, he began making changes without even consulting the supervisors or other departmental leaders. Oliveira just called them to a meeting and started giving them instructions that they would implement and enact according to his thoughts and observations.
This did not please the entire staff more so those supervisors and workers that had worked in the store for a long time i.e.more than ten years. Some even said that they disregarded Oliveira's ideas because it made them feel that they have been making a mistake for the entire time they have been working in the organization and he did not even consider the experience they had acquired. This, therefore, stipulated that Oliveira was selfish and self-centered that he did not even think of involving the supervisors and leaders so that they could come up with a practical solution to the problem that the store was facing. Also, he did not consider the situation and even the experience level of the working staff in the organization. Oliveira should have regarded as their experience level and conduct a joint meeting with them so that they could analyze and make practical suggestions that would help improve the performance of the company so that it be at the levels of all other branches that are performing positively.
According to the diagnostic model, Oliveira had a poor engagement with the workers' something he had even been warned about by a former manager. Oliveira understood the concept of employee engagement as just meeting them and getting to know them by name and whatever they do (Cook, 2015). However, if he had engaged with them through giving them an opportunity to air their views and suggestions for effective work performance within the organization, this would make all the workers and supervisors feel that they are involved and considered in the activities of the organization so that they strive to enact any new change ideology. This would also enable the working staff to feel respected by the manager and thus acknowledge and respect the manager also. He indeed neglected the thoughts and expectations of the workers even those that are older than him with adequate experience; thereby this made the workers neglect and retain their original culture.
2.2 Mode of Intervention
According to the situation of the case study, the main problem that is evident is that the workers of the company could not implement the manager's new concepts for change due to lack of respect for the manager. Disrespect emerged as a result of age. Oliveira was young (22 years old) as compared to all the supervisors and leaders of the different departments. Oliveira's age, therefore, made the working staff to develop disrespect towards him for they felt that despite him being their manager, he was too young to be their manager and even come in and drastically change their style of operation.
3.0 Implementation of Change Strategies
Now that Oliveira has the problem at hand, the best way to solve it is through calling a joint meeting with the entire working staff, engage them effectively and let them know his plan and ideologies that he is about to implement. This would have given all the working team an opportunity to air out their suggestions, where they believe a challenge exists and how an effective solution can be attained.
3.2 Forming a Guiding Coalition
Therefore, according to the intervention models, Oliveira should have first sought to establish a sense of urgency within the company concerning the aspects of change. The thought of need would have stipulated that there is an issue within the operation and management system of the organization that required the collaboration and efforts of all the workers in an organization to solve it. After the idea is effectively shared with all the workers, it will be an easy way of developing towards the path of a practical solution of enhancing the performance of the organization.
A guiding coalition should then be implemented that would help lead to effective implementation of the desired changes. The alliance would help develop an ideal means of engaging the entire working staff so that they can be on toes and ready to support the projected changes.
3.3 Developing a Strategy and Vision
The guiding coalition will then help the manager in the development of a strategy and vision for the company. The concept will be vital in ensuring that all the workers are engaged and support the projected changes. It will also ensure that everybody within the organization works towards a common goal of providing that the desired change is attained in the company. This is because, as it is evident from the case study, the manager was self-centered and did not mind of including the rest of the workers in implementing the desired change. Therefore, it will be ideal if all the workers are aware of the new switch and the vision is effectively communicated.
3.4 Communicating the Change Vision
The communication of the change vision will enable the workers to feel that they are included and fully recognized by the management. This will also allow the supervisors to and other departmental leaders with adequate experience concerning the activities of the company to come to evaluate the manager's concepts and assess on how best they can work and bring about a positive performance outcome of the organization. When the entire working staff and the management system is on board, the desired change can be effectively attained, and everybody will execute their operations while bearing in mind the \sired goal that they are working for and how it can be accomplished.
After the change has been effectively communicated, the leading team should then set up effective strategies that can be used for implementing the desired change. The procedure will be the means through which the loopholes that the manager had identified in the company will be sealed. Also, the manager should devise a strategy that will not violate or go against the desires of the workers for them to implement it effectively.
The next step will then be empowering an action that is broad-based. This action will ensure that everybody in the company gives full concentration to the projected change and delivers total effort to ensure that the difference is implemented successfully. It is ideal for understanding that the best action that a manager should always consider before applying any change action should be ensuring that the entire working staff that will be enacting the change accept it openly and willingly. This will enable them to provide full support of the manager's desired change. Thus, the support of the workers can be attained through empowering a broad-based action since it will take into consideration of all the workers in the organization. Thus the manager can acquire this by allowing a broad-based movement since that action will incorporate everyone in the company.
After a rad based action has been attained, it will be, therefore, ideal to aim for setting and generating the short-term goals (Doppelt 2017). The short-term goals will enable the motivation of the workers while they are at work. By setting and attaining short goa...
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