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M.a.i.l. Inc. Learning to Change:

Serena Crum Walden University Organizations , Innovation, and Change EDUC 6105 December 18, 2011 M.a.i.l. Inc. Learning to Change

M.A.I.L. Inc. LAFAYETTE, Indiana:

M.A.I.L. Inc. LAFAYETTE, Indiana (M.A.I.L., 2011) Ron Welton & Ron Robbins Owner and Executives of The M.A.I.L. Group (They are also brother-in-laws.)

Culture: traditions:

Culture: traditions Annual Company Picnic Holiday Gift Exchange Holiday Bonuses Annual Holiday Lunch Free M.A.I.L. Inc. T-Shirt on Employee’s First Anniversary Community Outreach Programs (Beach, 2006)

Culture:

Culture (Lazidou, 2008; Mello, 2010) Different work environments have created different subcultures at M.A.I.L. Inc. Warehouse and Production are more team oriented and informal.

Culture :

Culture Other areas of the company have more formal work environments with cultures ranging from constructive to passive/defensive to aggressive/defensive. (Schermerhorn , J. R., Hunt, J. G., & Osborn, R. N. 2008 ). culture clash

organizational structure:

organizational structure

The Change:

The Change Click to hear M.A.I.L . Inc. Account Manager Kelly Kater describe the change that she and her co-workers have recently experienced. Click Here

Role of Leadership in the Change:

What Happened What Should Have Happened Extended meeting announcing change and explaining the reason for the change with Q&A Alleviation of fears and anxieties through extensive communication of expectations, explanation of new role Appropriate, on going training Continued communication Role of Leadership in the Change Brief announcement of resignation & department restructuring followed by short training session No questions were answered No follow-up or communication by upper management No additional training sessions (Heller, 1998)

Emotional Components of Change:

Click the link to watch Kelly Kater describe some of the emotional challenges she and the other account managers faced. Click Here Emotional Components of Change

Conclusion:

Conclusion Change is a necessary part of an organization (and adequate planning time is not always an option). Change can lead to some uncomfortable side effects that should not be ignore – be able to recognize and plan for them instead M.A.I.L. Inc. is learning to change Accepting that being dynamic is critical to companies success New leadership Recognizing and expecting negative and positive responses to change (Maxwell, 1993; Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N., 2008)

References:

References Beach, L. R. (2006). Leadership and the art of change: A practical guide to organizational transformation . Thousand Oaks, CA: Sage Publication . Heller, R. (1998). Managing change . New York, NY: DK Publishing, Inc. Lazido , D. (2008). Three ways to measure your corporate culture. Strategic Communication Management , 12(3), 10. M.A.I.L . Inc. (2011). M.A.I.L. Inc. Retrieved from http://www.mail-inc.com/ Mello, J. (2010). Corporate culture and S&OP: Why culture counts. Foresight: The International Journal of Applied Forecasting , (16), 46-49. Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior ( 10th ed.). Hoboken , NJ: John Wiley & Sons.

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