The main problem I see, with lack of the effective management, is the unwillingness of the subordinates and plant production workers to accept new organizational design and changes. The resistance and refusal by the employees to “let the old system go” underlines weak legitimacy and weak power of personal attraction of the new plant manager. As a result, the current management team still has very close connection to the previous managerial system (through the VP’s) and production workers. By running the show behind the back of the new manager and ignoring his requests, the management team discredits the reputation, personal powers and influence of the plant manager. Therefore, production workers show resistance to change in organization as
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The “reason” approach will explain to the management team that result of proposed changes will increase productivity of the factory, thus they don’t have to resist or be afraid of new challenges associated with implementation of the new changes, because in the end everyone will benefit from the outcome. The goals and needs have to be clearly and thoroughly explained and supported by the strong evidence in order to suppress the resistance and gain the co-operation from the …show more content…
First I suggest improving the communication with the management team and maybe couple floor managers or highly influential employees, such as union or departmental leaders. I would encourage them to share their problems and challenges directly with new plant manager instead of doing it on the side with VP’s. I would also recommend motivating and encouraging floor employees by offering non-monetary incentives, i.e through recognition, appreciation, raffles, company barbecue etc. Finally I suggest for the new manager to select the most influential member of the management team to be in charge of the group. Someone, who is well known and respected by the rest of the team, someone who they feel comfortable to inform of their thoughts, fears and challenges. This member will be responsible for the performance of the whole group. However in exchange for his or hers service he/she will be offered a hefty reward with opportunity to receive additional incentives and bonuses in the future, depending on the commitment and overall performance of the
The “reason” approach will explain to the management team that result of proposed changes will increase productivity of the factory, thus they don’t have to resist or be afraid of new challenges associated with implementation of the new changes, because in the end everyone will benefit from the outcome. The goals and needs have to be clearly and thoroughly explained and supported by the strong evidence in order to suppress the resistance and gain the co-operation from the …show more content…
First I suggest improving the communication with the management team and maybe couple floor managers or highly influential employees, such as union or departmental leaders. I would encourage them to share their problems and challenges directly with new plant manager instead of doing it on the side with VP’s. I would also recommend motivating and encouraging floor employees by offering non-monetary incentives, i.e through recognition, appreciation, raffles, company barbecue etc. Finally I suggest for the new manager to select the most influential member of the management team to be in charge of the group. Someone, who is well known and respected by the rest of the team, someone who they feel comfortable to inform of their thoughts, fears and challenges. This member will be responsible for the performance of the whole group. However in exchange for his or hers service he/she will be offered a hefty reward with opportunity to receive additional incentives and bonuses in the future, depending on the commitment and overall performance of the