Problems at Perrier

Three Drivers of Change in Organizations Today and Its Impacts on the Organizations Need For An Effective Change Management Process

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Organizational vision is the first driver for change that should be clearly stated. The vision guides the management to motivate employees in order to remain focused and achieve the set goals of the business. Management with a clear vision can plan for the future in a more fulfilling way simply because their plans are well set. The other driver for change is proper setting of organizational strategies. According to Dibb & Simkin (2004), change is only possible if an organization has clearly spelled procedures for work so as to facilitate invention and innovation for the success of the business. In addition, people in the organization are a major driver for change; organizations should therefore train the employees to understand and embrace the necessary change. White (2009) asserts that such trend is attributed to the fact that it takes all the members of an organization to be ready to accept change.

Typical Reactions of Employees to Change and the Related Effects on the Management Process

The employees of Perrier are resistant to change and such negativity led to anger that was expressed poorly. For instance, the CEO of Nestle simply asserted that the Perrier employees were ever stubborn (White, 2009). Often such attitude negatively affects the efforts for change while the management may remain very frustrated. Similarly, the objection put forward by Jean Paul Franc the employees’ leader of CGT clearly indicates that they were not ready for change. Generally, resistance in organization can easily destroy the workers’ morale leading to low rate of production (Dibb & Simkin, 2004).  Moreover, hostility and arrogance in an organization widens the gap between the employer and the employees, thus affecting the company’s quality performance.

Three Key Elements of the Resistance to Change At Perrier

The first element of resistance described at Perrier is miscommunication between the key stakeholders. The managers did not understand the actual cause of low production as justified by the Nestle; that is the Manager blamed the employees for their stubbornness to change while employees’ union leader Jean Paul Franc insisted that none of the employees could be relieved of their work in a bid to reduce work operations (White, 2009). The other resistance is self interest from certain individuals. For instance, Jean Paul the Perrier employee union leader personally saw Nestles’ efforts on change to be insufficient and therefore did not approve of such positive actions (Dibb & Simkin, 2004). Moreover, it is out of self interest that DANONE launches a similar product to kick Perrier out of the market. Lastly, poor relationship between the employer and the employees caused resistance to change at Perrier. That is, the employees were always opposing Nestles decisions about change for the company instead of opting for dialogue and come up with what could best fit Perrier for necessary change.

Construct A Change Management Strategy For Dealing With This Situation. In Doing So, Identify Three Approaches To Managing Resistance You Commend To Provide A Clear Justification of Your Choice.

Using the situational approach, change management requires one to reconsider the factors related to change in an organization. According to John & Leonard (1979), one method of managing resistance is to use effective communication and education. Information should be properly communicated to all the employees to avoid misunderstanding and conflict. Moreover, the management should educate the employees of Perrier for them to realize the need for change, understand and embrace the change (John & Leonard, 1979). Secondly, member participation approach should be embraced necessarily. The employees of Perrier under the leadership of Jean Paul should participate in coming up with new ideas for changes. Lastly, from the case of Perrier, managers can offer support to facilitate the process of change. For instance, the employees may offer resources that would ensure that the process of change is not delayed (John & Leonard, 1979). In addition, employees especially the resistors may also be trained to acquire new skills in-line with the requirements of change.

Discuss the Role That Senior Management Should Have with Implementing the Change

The senior management should conduct evaluation of the company and identify the company’s threats and weaknesses in order to know the problems to deal with and to improve its performance and enhance change. The managers should also analyze the possible agents of change and factors for change that are relevant to the company (Dibb & Simkin, 2004). The management should also continue to support the employees to help them adapt to change and even make negotiations with the resistors. In addition, the managers should come up with the best approaches to be used in the change process and implement them as planned. Nonetheless, the managers must take caution and address any shortfall before it goes out of hand. Lastly, the managers should supervise the employees and provide an enabling work environment to all the employees.

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