Alpha Mills

Only available on StudyMode
  • Download(s) : 383
  • Published : November 23, 2008
Open Document
Text Preview
TABLE OF CONTENTS

EXECUTIVE SUMMARY ………………………………………………………….3

1.INTRODUCTION ……………………………………………………………4

2.ANALYSIS OF MACRO PROBLEMS ……………………………………...4

3.ANALYSIS OF MICRO PROBLEMS ……………………………………….6

4.AREAS FOR CONSIDERATION……………………………………………6

LEADERSHIP… …………………………………………………………………………6

COMMUNICATION…………………………………………………………………….7

CULTURE…..………………………….………………………………………………..7

PERFORMANCE APPRAISAL ……………………………………………………….8

CHANGE ……………….………………………………………………………………..8

RESTRUCTURING ………………………..……………………………………………8

5.RECOMMENDATIONS/OUTCOMES…….…………………………………..9

6.REFERENCES…………………………………………………………………..11

EXECUTIVE SUMMARY

Upon review of Alpha Mills it was identified that the appointment of new leadership failed to address key issues prior to implementing multi-dimensional change (structural, technological, and culture) including: Communication: Prior to any change it is imperative to effectively communicate with employees. A manager needs to establish relationships; gaining trust, respect and confidence. Communication is also the means to creating an innovative and stable environment. Culture: The embedded organisational and national culture needs to be considered when developing plans for change. The culture of Alpha Mills will require nurturing and support during change; it will also need extensive time education and reinforcement whilst transitioning into self-directed teams.

I am confident that with adequate planning, education and support the organisation can once again become a profitable one.

HIGH NOON AT ALPHA MILLS
CONSULTANT’S REPORT

1.Introduction.
The purpose of this report is identify key issues causing the failure of introducing new leadership to Alpha Mills, providing an analysis and recommendations on how the directors/manager could have prevented these problems.

Alpha Mills faces many challenges with the drop in palm oil prices; costing the organisation to post losses regularly. Previously the organisation was prospering and performing very well. External and internal forces including the prevailing economic climate, highly competitive environment, new technology, decline in productivity and employee attitudes; requires the need to effectively manage change and innovation critical for the organisation to stay abreast in the 21st Century.

A new manager was appointed hopefully to return the organisation into a profitable one. Unfortunately his multi-dimensional changes were unsuccessful, primarily due to some changes being too radical for the entrenched employees to cope and his lack of consultation, planning, support and training.

2.Analysis of Macro problems.
Since the formation of Alpha Mills managers have primarily been ex-soldiers and policemen, using an authoritarian style of leadership. This is evidenced in the case “the mill manager, who appreciated his firm, methodical and almost militarily efficient way of running the mill”. This embedded culture of control will have employees feeling vulnerable and insecure in the organisation recently changed management. Mr Davidson should have been mindful of this and initially aimed for developing deterrence-based trust.

Mr Davidson needed to spend time learning the organisational and national culture, utilising this knowledge as a key to develop strategies for implementation of changes nor allow enough time to prepare employees for the need to change, sufficiently plan or facilitate implementation stages accordingly.

Mr Davidson’s didn’t effectively allow for two-way communication; hence employees were unable to express their lack of understanding and concerns.

Mr Davidson didn’t realise the significance of Mr Ang’s long standing stature within the organisation or the importance of utilising Mr Ang’s support. He failed to provide adequate training and support to supervisors adapting to their new roles as “facilitators”.

Although Mr Davidson conducted an analysis on...
tracking img