Kitchenware Case Study Essay

2223 Words May 1st, 2013 9 Pages
Case Study: UK Kitchenware This case study is a conflict between leadership and management. In this report I will be assessing how successful the change strategies have been. When two people acquire a large company with the intentions of improving it, it is possible, if the change isn’t managed correctly, for the change to fail and the company continues to be unsuccessful. Roger Gill says ‘change must be well managed, it also requires effective leadership to be successfully introduced and sustained’ (. Throughout the case study I will explain, using theories and evidence for support, that the change management has generally been successful. I will also point out areas where it has been less successful and areas that could, in the …show more content…
Nick and Dennis decided to take some time to make sure they understood the business before changing it. Stephen Covey wrote a book on 7 habits that people should pick up in order to be effective. Habit five talks of making sure you understand things before you do it and gaining more knowledge which it is clear Nick and Dennis do. After these six months you can see the 4 areas they wanted to focus on and clearly re-developing the product and packaging was one of them. From the four tasks they set themselves they show a lot of signs of being adaptable in the way they make their changes. Similarly to Peter Senge, mentioned above, Heifetz and Laurie also talked about adaptive leaders and how having the ability to notice where adaptation is necessary is essential to create successful change management. With this support from the theories it is clear Nick and Dennis possess the criteria to produce successful changes within the organisation. Another problem faced by Nick and Dennis was the fact that the organization’s sales were largely to wholesalers. The thing about wholesalers is that they act as a middle man and hold on to the stock and don’t pay for it until it has been bought from them. This can cause credit control problems in Nick and Dennis’ organization. Moving into retail just below the supermarkets stock was turned over far quicker and having a closer contact with the buyers meant easier communication and

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