Vector Technology Group Case Study

1484 Words 6 Pages
1. Introduction
1.1 Background
The situation for the case study our group analysis is a Germany company in oil and gas industry named Freudenberg Group which has acquired Vector Technology Group whose products are for use in petrochemical plants, refineries, FPSOs, swivel, riser, subsea, manifold applications, and offshore oil and gas platforms and so on. The locations for Vector Technology Group includes The United State, United Kingdom. Malaysia, Brazil and Australia. In addition, it has changed its name as Freudenberg Oil& Gas Technologies instead of Freudenberg Oil & Gas. In this literature review, we will analysis management change processes during the acquisition according to Lewin’s 3 step change model and Kotter’s 8-step change model.
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Some studies shown that depending on the particularities of organization, the particular force’s impact can generate either negative or positive effects. Michael Stanleigh (2008) claims that organizational change is driven by decline in market share or sales, globalization, reengineering, technology, innovation, mergers and acquisitions. According to Pascale (1997), the most important are the pressure form the competitors and stimulating changes’ pace in the external environment. However, Jick (1995) claims that the rivalry among organizations which force managers to find new ways to stimulate the change process is the most significant force of change. Although the environment is a significant setting for looking for new solutions and a trigger for change, in many studies internal forces also can lead to change which means that not all the changes are from outside of the organization (Kemelgor …show more content…
Kotter’s model involves eight steps that can be divided into three parts which are preparation, action and grounding. For preparation includes steps 1-4, action includes steps 5-7, and the last part is step 8.
Preparing for change (steps 1-4)
Establishing the sense of urgency and operating assumptions is the first step of Kotter’s change model. This step is produced from the factors that obliging the change. These many have originated the problems or pressures which has been identified with the existing organisation from external or internal (Martins 2003). It is the organisational leaders’ responsibility to make sure that those problems and pressures are well communicated to the organisation’s members. For instance, the urgency is established and communicated.
Kotter (1996) point out that it will not succeed if the change by a single irrespective, individual of what a great leader they may be directly. Thus, creating a coalition of guiding and to recognise approach of a team is required is the second step for Kotter’s model. In addition, this coalition or team should be constitutive of senior managers and staff, which means the coalition must have power that may be recognizable by management qualities, leadership, skills, knowledge, reputation, expertise and

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