Case for the Cleaver’s Sausage House

Overview of case for The Cleaver’s Sausage House

Allison Elam, Vice president of operations came up with an idea of MRP (Material Requirements Planning) which benefits the company in reducing the expenses and increasing the revenue. To be clear Elam is quiet new to the organization. Senior management had no trust on her idea and implementation. One of the Decision making board member had a bad experience with the product in one of his previous assignments.

Resistance:

A need for change is disparity between actual and desired performance. When manager see a need they want to make changes to fill it, but they may be frustrated because employees seem to resist change for no apparent reason. Usually people resist to change because of self-interest, Lack of Understanding and Trust, uncertainty, Different assessments and Goals. Elam is a reserved individual who failed because, Lack of Communication, Lack of Internal Coordination , Lack of cross- functional teams or Lack of Teamwork

Task-force idea:

It’s a great idea which gives exposure to the cross functional teams and motivate them for the change and at the same time when the idea is spread wide to the multiple teams they can come back with their suggestions or improvements in the implementation to ensure the product success and for a smooth drive.

Implementation Tactics:

Elam, should delay launch of MRP software system as the Organization is not ready for change, she should assemble cross- functional team and Conduct team survey. Elam should address fears, concerns of the team and she should share the responsibility to multiple teams to ensure the product gets valued. People should be trained on the new systems to ensure they are comfortable with the change and develop organizations level of confidence in the implementation of the product. Elam should be open to discuss about the product and educate the team with the program. She should add participation of other teams to ensure the diagnosis of hurdles...