Hr587

1. Introduction

a. Briefly explain the strategic change initiative

The strategic change initiative was to reduce three layers of management in the company where I worked and the formation of teams related to every process. So, there would be production teams, sales teams, marketing team, finance and accounting team, HRM team, and administration team. We were told that the need for this change was to improve efficiency and to increase the revenues/profits of the company. Initially there were so many problems with team formation that one could not imagine how these changes could lead to improved productivity.

b. Briefly explain the importance of the Images or Vision concepts and its application to a strategic change initiative

From the point of view of images, in my view there were strong controlling activities. The intended activities were achieved. The team formation was done with an iron hand and the image of change manager was that of a director. The management was at control and it appears that change outcomes were achievable. This was a top down approach and the management was firmly in control of the change and it believed that the change outcomes were achievable. The change management in my company could be observed. The top management planned the change, organized it, commanded it, coordinated it, and controlled it. In my opinion this was the only way this strategic initiative could be carried out. The reason for this is that there were a number of highly placed managers that were displaced, unless the top management wielded the iron hand it would be very difficult to implement the change.

2. Application Analysis

a. Gather information within your organization that supports the strategic change initiative.

The information within my organization showed that the sales revenues had tapered off and profits were declining. From the sales department I found that competitors were gaining an edge over our people because our sales persons did not...