Casee Analysis Video Electronic Company

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Multistream 4-Step Change Process

[pic 2]ALTERNATIVE COURSES OF ACTION

To solve the problem in the best way possible, the following responses and courses of action can be considered:

ACA1: “I will tell him but before I do that, can you present a viable solution to help alleviate the

company’s decline?”

This will involve a compromise between Simpson and the Senior Supervisors. It will involve the empowering of the Senior Supervisors which will imbue in them that their inputs are valued in the company. However, it may alienate them because it may show them that instead of fully siding with them, Simpson chooses to still implement the ideas that are being proposed by Green.

ACA 2: “I will look into it.”

Simpson can respond in this way and then do nothing which is trying to

just avoid the situation. This will allow the issue to subside temporarily. However, after a

while when the Senior Supervisors fail to see any actions on the part of Simpson, their anger

and dissatisfaction will increase which may decrease productivity in the company.

ACA 3: “Let’s handle this like adults and talk to each other instead of operating on assumptions.”

Confronting the situation head on and empowering both sides to air their qualms can be a

response from Simpson. This will make sure that each side are able to know and smooth out

the things that really deserve attention in the problem that they currently facing. However,

the result of the discussion can be negative which can further hurt the productivity of the

company due to dissatisfied employees.

RECOMMENDATION

Therefore, looking back at the objectives, this paper recommends that Simpson use ACA 3, confronting the

situation and create a discussion to be held between Green and the Senior Supervisors mediated by Simpson and the General Manager. Both parties will gain the ability to express their views on how Green is doing his job and Green can also explain to the employees what his goals are for the job. Green will also be able to express to the senior supervisors how their current practices, which they believe to be very effective, is not working which can be seen from the company's decline in productivity over time. Upon knowing the facts and data about the company's situation, the senior supervisors can also air suggestions in order to improve things in the processes.

IMPLEMENTATION PLAN

Task (What)

Person/s Responsible

Implementation Date

Resource Requirement

Milestone

Schedule a meeting with GM and senior supervisors to discuss current issues

Simpson

1st quarter

Room

Established agreement based on the discussion

Create a memorandum of agreement based on the established agreement

Simpson

1st quarter

Memo

Official memorandum of agreement

Quick team-building session or solidarity dinner the city

HRD

2nd quarter

Venue

Stronger bond and good relationship among members

Monitor and evaluate performance and respond accordingly

High level managers

Year-round

Room and facilities,

Production materials

Improved courses of action

Include leadership and development programs – technical and soft skills

HRD and Training department

Year-round

Room

Instructor

Curriculum

Productivity and sense of achievement

Meeting/Weekly Report

High level managers

Year-round

Room

Monitoring and prevention of further problems

Reward employees with good performance

Simpson

Last quarter

Revenue

Motivated and productive employees

LEARNING POINTS

Chang is an organizational reality, and managing change is an integral part of every manager’s job. It is vital to focus on opening and maintaining clear channels of communication with the employees so they understand what is coming and what it means to them. Manager’s must understand when change is needed and be able to guide their organization through it, they must be able to address their resistance from both ends to help the individual reduce it to a minimal, manageable level so you can move ahead.