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Frye did mistaken believing that being a woman might be a problem.. Indeed, Dr. Olivia More was perceive by her peers has “one of the living legends in Quaker’s history” because she made her follows feel that their opinion mattered and in return they would do anything to please her.
III. Proposition of solutions
a. Her implementation plan did not take into account the corporate culture She shall make her strategy and simulations results transparent within the entire company. Giving access to the diagnosis of the situation is a good beginning to set material to discuss freely and share knowledge at meetings with the concerned people. b. She did not consider the cost/benefit analysis of change on the Salespeople Switching from small accounts to big accounts needs to be accompanied by procedures on how the job assignements needs to be adapted in order to avoid uncertainty of what and how it need to be done. Furthermore, she shall adopt her strategy in order to compensate the lost of the Salespeople motivation of experiencing many successfull …show more content…
To support the credibility of the strategy, bringing on the table her results and being willing to be challenged would be a demonstration of confidence n the decision. d. She did not grasp the need to compensate being an ‘outsider’ Frye should try to spend more time in the field by interacting in a friendly and informal manner ith her followers in order to build a relationship. e. She failed to get visible top-management support Frye should have seek c participation from people in top management concerned in order to back her up and give her the credibility she was lacking. f. She misperceive genders as a potential issue in implementing change Knowing the influence Dr. Moor and that she continued to serve as a part-time senior technologist and consultant, Frye should try to seek her public support. Therefore, she could use her notoriety as building her own credibility.
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[ 1 ]. Cf. case notes p.9
[ 2 ]. Cf. case notes p.7
[ 3 ]. Cf. case notes p.9
[ 4 ]. Cf. case notes p. 6 in
III. Proposition of solutions
a. Her implementation plan did not take into account the corporate culture She shall make her strategy and simulations results transparent within the entire company. Giving access to the diagnosis of the situation is a good beginning to set material to discuss freely and share knowledge at meetings with the concerned people. b. She did not consider the cost/benefit analysis of change on the Salespeople Switching from small accounts to big accounts needs to be accompanied by procedures on how the job assignements needs to be adapted in order to avoid uncertainty of what and how it need to be done. Furthermore, she shall adopt her strategy in order to compensate the lost of the Salespeople motivation of experiencing many successfull …show more content…
To support the credibility of the strategy, bringing on the table her results and being willing to be challenged would be a demonstration of confidence n the decision. d. She did not grasp the need to compensate being an ‘outsider’ Frye should try to spend more time in the field by interacting in a friendly and informal manner ith her followers in order to build a relationship. e. She failed to get visible top-management support Frye should have seek c participation from people in top management concerned in order to back her up and give her the credibility she was lacking. f. She misperceive genders as a potential issue in implementing change Knowing the influence Dr. Moor and that she continued to serve as a part-time senior technologist and consultant, Frye should try to seek her public support. Therefore, she could use her notoriety as building her own credibility.
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[ 1 ]. Cf. case notes p.9
[ 2 ]. Cf. case notes p.7
[ 3 ]. Cf. case notes p.9
[ 4 ]. Cf. case notes p. 6 in