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ChangeManagementTeammembers:NigelMathew
HongruWangShengjieLiKaidanLuo
KunDuPeterBrowningand
ContinentalWhiteCapWhiteCapBackgroundEstablishedin1926byWilliamP.WhiteandhistwobrothersonGooseIsland.Keyareas:closureproductionanddistribution,newproductdevelopmentanddesignofcapmakingandcappingmachineryIn1956theContinentalCanCompanyboughtWhiteCapIn1984ContinentalGroupwentfrompublictoprivateasitmergedintoKMIContinentalContinentalWhiteCapEvenaftermerging,WhitefamilymanagedtheorganizationWhiteCapwasrifewithrituals,ceremoniesandtraditionsBobWhiteencouragedastrongsenseoffamilyamongemployeesIn1982,BobWhiteturnedmanagementovertoArtLawsonManysawLawsonasaproxyforthewhitesContinentalWhiteCap1926,foundedbyWilliamP.White1956,boughtbyContinentalCanCompany1984,ContinentalGroupmergedwithKMIContinental,Inc.BobWhitetookoverthecompanyfromW.PWhiteApril1,1984,PeterBrowningassumedthepositionofVice-PresidentandOperatingOfficerSWOTAnalysisStrength:LoyalemployeesExperiencedemployeesExtensiveindustry-basedknowledgeWeakness:SlowadaptabilityAgingworkforceTraditionalmethodsofoperationStablesalesSWOTAnalysisOpportunities:WidermarketUseofContinentalGroup’scustomerbaseNewtechnologiesavailableThreat:IncreasingcompetitionCosthikePeterBrowningIn1984,PeterBrowningassumedthepositionofvice-presidentandoperatingofficerofContinentalWhiteCapAfterasuccessfulturnaroundofContinental’stroubledBondWareDivision“thejewelintheContinentalcrown”HadtorevitalizeandrepositionthedivisiontoremainpreeminentinthefaceofcompetitionBrowning’sdilemmaatWhiteCapChangeObjectives&TimeFrameHeshouldopencommunicationwithhissubordinatesandemployeesandimplementtheobjectiveafterhisappointmentimmediately.HeshouldchangeWhiteCap'sculture.Itcouldtakeyears.Heshouldchangethewayofmanagementtoimprovecompany'sperformancewithoutthreateningWhiteCap'simageassoonaspossible.LeadershipStyleTask-OrientedEmployee-OrientedDevelopanActionPlanDealingwithBobWhite-V.P./ExecutiveOfficerArtLawson-V.P./ExecutiveOfficerJimStark-DirectorofMarketingTomGreen-HumanResourcesManagerDevelopanActionPlanDealingwithWhiteandLawsonWhiteandLawsonrepresentingtheoldguardExpresshisrespectanddesiretoworkinamutuallysupportivewayShowhisachievementandcapabilitiestomakehimselfwellacceptedExplainthechangingsituationandneedforchangeKeeptheminformedofhisactionsDevelopanActionPlanDealingwithStarkStarkrepresentingthemarketplaceRe-positionhimtoanotherdepartmentHoldinformalactivitiestomotivatetheinteractionAppointmentaco-directorwho’sgoodatpersonnelrelationshipwithinmarketingdepartmentDevelopanActionPlanDealingwithGreenGreenrepresentingtheworkersandcultureProvidetrainingopportunitiesReducethenumberofsubordinatesunderhimSuperviseGreenonaweeklybasisReplacehimwithamoreefficienthumanresourcemanagerJohnKotter8StagesofChangeCreatingAClimate
CreateUrgencyIdentifypotentialthreatsExamineopportunitiesStarthonestdiscussionsRequestsupportfromcustomers
FormPowerfulCoalitionIdentifythetrueleaderWorkonteamBuildingCapability&Diversity
CreateVisionDeterminetheValueDevelopshortsummaryStrategy&ExecutionEngaging&Enabling
CommunicatetheVisionFrequencyHonestdiscussionTieeverythingbacktovision
RemoveObstaclesEnsureeveryoneisinlineRecognize&RewardQuicklyaction
CreateShorttermWinsUnambigousRelatedtotheChangeeffortImplementing&Sustaining
Don’tLetupKeephighurgencylevelAnalyzeresultsDevelopnewgoals
MakeitStickPromotion&SuccessionImproveProcess&ProcedureTraining&DevelopmentactivitiesReinforcethevalueofchangePeterBrowning’sChangeProcess
UrgencyCoalitionGoalsComm.ObstaclesSmallwinsConsolidateInstitutionalizeChangeCurveQualitiesneededforachangeExcellentintellectualabilityLeadershipskillInsightknowledgeofbusiness,productandservicesGoodproblemsolverConclusion&AdvicesLeadershipStyle:
TaskorientedV.SEmployeeorientedCorporateCulture:CorporateculturehasacrucialimpactCulturechangetakestim
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