Assessment of Consultant Albanese’s Performance for Sunflower Inc.

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The end result was that most head of regions were in agreement with this new change, but eight weeks after implementation no visible changes had been noted.

Alternative Analysis

The manner of which Albanese proceeded to revive operations were very flawed in nature and contained many gaping holes to patch up. In principal, the policy was great but a few more things were needed to be done to fully drive success in the implementation of it. First of all, sending a mere e-mail truly does not seem sufficient as Mr. Mobley suggested. She should have personally met with the executives of each respective region and brought forth a vast quantity of missing information that could’ve truly expressed just how important this policy was. For example, she could have allowed the executives to see the danger Sunflower was in if there was not a standardization taking place. She could’ve shown them the numbers so to speak and how this policy change could’ve ultimately bring a lot more functionality to Sunflower operations. Secondly, her approach was almost tyrannical in nature. It is foolish to believe that she can simply speak something into existence and then expect immediate results. The right approach would’ve been to actively involve all the executives of the differing regions into the making and or restricting of the policy so that all regions may feel as if there is equal say. This way the region heads would be far more aboard with the new policy. And lastly, Albanese truly did rush the process, and although the final results weren’t revealed in this case study, I’m personally hesitant to believe the policy change was as effective as it could’ve been because she had rushed the process. When dealing with such an expansive amount of operation and control, if feels as if patience is an absolute must. She should have heeded Mr. Mobley’s advice and waited until the company meeting.

Conclusion

In conclusion, Sunflower is a thriving buyer and distributor of snack foods and liquor whom of which was met with challenges to operations. This is ultimately inevitable when being in business. To combat this, a new professional was brought onboard to implement changes to the structure of the pricing and purchasing methods of Sunflower. Agnes Albanese was this new professional and her approach to turn things around could’ve ultimately been better. She acted against her supervisor’s wishes and rushed her changes too quickly. It is up in the air whether her plan succeeded in the events not mentioned in the text, but as of the events presented entail, she ultimately did not reach the results she was after.

Reference

Cummings, T. G. & Worley, C. G. (2013). Sunflower Incorporated*. Stamford, CT: Cengage Learning.