In April 1984, Peter Browning assumed the position of vice president and operating officer of Continental White Cap. Continental White Cap is a market leader in producing and distributing vacuum-sealed metal closures for metal jars. The present environment is that there are strong competition forces that are breaking into the market by a new innovative allowing them to produce plastic packaging. The competitors are also having price wars. The desired situation is to increase productivity, maintain sales performance, keep up with technological change while at the same time reducing cost and preserving the family-style culture. As ‘Dick Hofmann, executive vice president of the Continental Group said “White Cap needs changes, but just don’t break
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When tapping into Green for more information, Browning found out that Green had few constructive ideas to offer and that he seemed to delegate a lot while continuing to enjoy the entertainment of reading the Wall Street Journal, other managers had to work around Green. Again, Browning has three options. First is to fire Green and replace him with a human resources manager from Bondware. The Bondware HR manager helped Browning with the changes he implemented in the past and who would support the changes that Browning is trying to implement at White Cap. Second, Browning can move Green to another department where he is more useful and still replace Green with HR Manager from Bondware. Lastly, like with Stark, Browning can give Green a second chance by guiding him to be more effective.
Taking all this into consideration the best action plan for Browning to take to ensure the most success in implementing change is:
1. Get White and Lawson on his side to show people why they need to accept change and how to change.
2. Move Jim Stark to a position that better fits his skills and bring in a person that will re-evaluate current marketing strategies and implement new one.
3. Tom Green should be let go from the company because he does not provide any beneficial skills that are not already covered by other White Cap’s managers or employees. Any influence Green had with other managers and employees
When tapping into Green for more information, Browning found out that Green had few constructive ideas to offer and that he seemed to delegate a lot while continuing to enjoy the entertainment of reading the Wall Street Journal, other managers had to work around Green. Again, Browning has three options. First is to fire Green and replace him with a human resources manager from Bondware. The Bondware HR manager helped Browning with the changes he implemented in the past and who would support the changes that Browning is trying to implement at White Cap. Second, Browning can move Green to another department where he is more useful and still replace Green with HR Manager from Bondware. Lastly, like with Stark, Browning can give Green a second chance by guiding him to be more effective.
Taking all this into consideration the best action plan for Browning to take to ensure the most success in implementing change is:
1. Get White and Lawson on his side to show people why they need to accept change and how to change.
2. Move Jim Stark to a position that better fits his skills and bring in a person that will re-evaluate current marketing strategies and implement new one.
3. Tom Green should be let go from the company because he does not provide any beneficial skills that are not already covered by other White Cap’s managers or employees. Any influence Green had with other managers and employees