Business Memo/Email on the Ethics of Managing Resistance
I am writing to you regarding Marks’s resistance to the changes you are proposing.
PRINCIPLES OF ETHICAL CHANGE MANAGEMENT:
I feel that the ethical management of the change proposed by you for Lakeland Wonders will be based on two principles of Woodhall and that are the basic rights and universalism.
I feel that the success of the ethical management of the change can be achieved through the improvement that the organization, undertaking the change, that is able to be achieved (Sharif & Scandura, 2014). In the modern business context, the success of the implementation of the change is notably dependent on the capability of the management of the modern business organizations in making sure that the basic rights of the employees are well covered even under the change situation (Long & Perumal, 2014). In this case, I think the protection of the basic rights of the employees, play a major role in effective management of the change as it allows us to be well aware of factors that influence our operations. The rights of the employees and the other change agents for consulting regarding the factors that affect the business conduction significantly enables awareness of the situations that form the basis of the organizational decision making. In addition to this, I think the management of the change will be pretty effective for you if you allow us the rights for understanding the context and the basis of the organizational decision made for Lakeland Wonders.
In addition to this, universalism will be another major concept for the case. I think that the implementation of a process which will be the same for each and everyone in the organization will be significantly effective in your management of the change (Siebert & Martin, 2016). Being a small part of the workforce of Lakeland Wonders, I am able to understand the fact that my colleagues are notably influenced with the decision making of the organization which has the same basis for each and everyone inside the company irrespective of their position. I also feel that the presence of the transparency that the mentioned concept offers, is significant in motivating us in implementing the change with an improved sense of responsibility. Hence, I think these two principles in accordance with Woodhall’s literature will be notably effective for you in the implementation of the change.
RESISTANCE FOR THE CHANGE PROPOSED BY CHERYL HAILSTROM:
With reference to your evaluation of the company and business conduction of it in the local market, your decision of focusing on the achievement of the Bull’s Eye deal is significantly justified as the immensely profitable Bull’s Eye deal has tremendous potential in terms of meeting the desired growth of the organization (Mcnulty, 2002). I think that Mark was having considerable amount concerns regarding the preparation of the company for the achievement of the mentioned deal as I see him questioning the strategy for achieving the desired costing of the products so that a financially viable base is formed for the achievement of the deal (Mcnulty, 2002). In addition to this, Mark Dawson was observed to have a notable amount of concern regarding the availability of the required infrastructure for the plan that is formed to achieve the deal (Al-Haddad & Kotnour, 2015). Along with that, I observed him be concerned with the availability of the required infrastructure along with the timing of the change (Alvesson & Sveningsson, 2015). Mark Dawson was seemed to be stressed with the fact that the organization is approaching towards the expiry of the contract that it had with the union of the employees and the impact that the proposed change will have on this, was not detected by him (Cameron & Green, 2015).
All the above-mentioned concerns of Mark were notably resisting the change inside the organization according to my consideration, and that was significantly increasing the time taken for the preparation of the organization for the change. With reference to the Kurt Lewin’s model of change and considering the fact that the organization faces a considerable amount of resistance in the unfreezing stage, similar incidents happened to the mentioned organization as well as the number of concerns of the senior vice president of the operations produced notable amount of resistance to the implementation of the change (Cummings, Bridgman & Brown, 2016).
RESPONSE of CHERYL HAILSTROM:
The literature of Thomas and Hardy regarding the change is significant in portraying the fact that the resistance posed by Mark was celebrated with the effective production of the solution from your part (Thomas & Hardy, 2011). Hence it is pretty visible for me that the resistance posed by Mark was instrumental in increasing the importance of the deal among the other members of the organization. All the above-mentioned resistances of Mark were significantly contributing to the effective production of the strategy for the efficient achievement of the deal.
In response to the concern of Mark regarding the costing of the products, I observed you select the option of offshore manufacturing so that the costing of the products manufactured from the mid-market is able to align with the desired costing for the achievement of the deal (Palmer, Dunford & Akin, 2016).
In addition to this, you justifiably proposed the strategy of outsourcing the required infrastructure from the mid-market in order to avoid the significant consumption of time and efforts required for the construction of the infrastructure (Anderson, 2016).
Along with that, you were instrumental in meeting the concern of Mark Dawson regarding the impact that the outsourcing of the infrastructure, employees and the offshore manufacturing will have over the employees and the union of the employees, with the clarification that the expansion of the workforce will be the only option for us, and the company has no intention of reducing the workforce as it will continue to serve the strong customer base of United States (Carnall, 2018).
Cheryl, I’d like to recommend that you need to identify the possible sources of the suppliers who will be able to supply the required infrastructure to the company in the mid-market manufacturing as this will notably increase the effectiveness of your proposal to Mark Dawson.
Along with this, you need to make sure that you would be able to communicate to them, the employees of the organization to minimize the impact of the invalid assumption of the majority of the employees that the organization will reduce the existing workforce for the mid-market manufacturing.
In addition to this, you need to create some sense of urgency in the operations of Mark Dawson so that the organization is able to achieve the deal in a timely manner.
I hope you can take note of this to make sure the implementation of the change inside the organization is easy and ethical and I would like to meet you for any sort of additional elaboration on this.
- Al-Haddad, S., & Kotnour, T. (2015). Integrating the organizational change literature: a model for successful change. Journal of Organizational Change Management, 28(2), 234-262.
- Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.
- Anderson, D. L. (2016). Organization development: The process of leading organizational change. Sage Publications.
- Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.
- Carnall, C. (2018). Managing change. Routledge.
- Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), 33-60.
- Hamlin, B. (2016). HRD and Organizational Change: Evidence-Based Practice. International Journal of HRD Practice, Policy and Research, 1(1), 7-20.
- Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P. (2014). Designing work, family & health organizational change initiatives. Organizational Dynamics, 43(1), 53.
- Long, C. S., & Perumal, P. (2014). EXAMINING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER INTENTION. International Journal of Business & Society, 15(1).
- Palmer, I., Dunford, R., & Akin, G. (2016). Managing organizational change. McGraw-Hill Education.
- Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during the organizational change? Ethical leadership and employee involvement. Journal of Business Ethics, 124(2), 185-196.
- Siebert, S., & Martin, G. (2016). Managing people and organizations in changing contexts. Routledge.
- Thomas, R., & Hardy, C. (2011). Reframing resistance to organizational change. Scandinavian Journal of Management, 27(3), 322-331.
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