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The Wakewood organisation comprises seven units, each of which has been managed autonomously over...

The Wakewood organisation comprises seven units, each of which has been managed autonomously over the last five years. Each unit is managed by a General Manager and comprises one or more prod-uct/service departments and other staff depart-ments. Each unit is, in effect, an autonomous divi-sion of Wakewood. You have been asked to advise on how to proceed. Outline a strategy for change designed to achieve the following objectives: a) to prepare people for change, convincing them that significant organisational changes are need-ed; b) to plan and monitor a programme of organisa-tional change; c) to help people at all levels in the unit cope with the problems of change; d) to achieve improvement in the units perfor-mance. e) Please read the attached Case study, taking into consideration key objectives highlighted. f) Prepare a 6 slide presentation including notes (notes should not exceed 1000 words), to highlight a. Key issues within Wakewood b. Strategy to move the organisation forward. c. Include relevant academic underpin-ning

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Case Study 22.1 Its tough at the top: managing conflict in the Wakewood organisation Mullins L 2005, Management & Organisational Behaviour –Prentice Hall, 7th Edition The Wakewood organisation comprises seven units, each of which has been managed autonomously over the last five years. Each unit is managed by a General Manager and comprises one or more product/service departments and other staff departments. Each unit is, in effect, an autonomous division of Wakewood. The chief executive has managed the Organisa- tion from a small headquarters building using a participative style. He has become increasingly concerned about the performance of one of the seven units. The unit employs 700 people and accounts for 20 per cent of Wakewood’s activities. He perceives the following internal and external pressures on this unit and believes that the general manager responsible for it cannot deal with the problem. The chief executive has been unable to devote much time to this unit during the last years because of other pressures on his time. During the last four years, he has achieved significant changes and improvements in other units within the organisation. This has absorbed much of his time but has created a very positive reputation for him throughout Wakewood. He is seen as up-to-date and concerned for his employees. External pressures Increasing client/customer dissatisfaction New technology Increasing competition in the provision of the products/services provided Rapidly increasing costs Internal pressures Fear of change Limited management skills in the introduction of change Lack of experience with new technology Low productivity and quality Poor staff morale The unit is managed by a general manager with functional managers responsible to the general manager for three product/service departments, an administration department, finance and a small personnel department. The general manager has worked with Wakewood for 18 years now. His approach to...

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May 02 2020 View more View Less

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