Gene One

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Leading Change at Gene One
University of Phoenix
LDR/531
March 5, 2013

In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eradicated disease in tomatoes and potatoes (UoP). As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals (UoP). The win-win situation helped Gene One grow to a $400 million company in just eight short years (UoP). With sharply rising stock prices and intensifying interest and confidence in the biotechnology sector the time was right for Gene One to consider going public (UoP). Taking Gene one public was determined by leadership, the only feasible course to fund and meet its desire annual growth rate of 40% (UoP). The target of going public with an intial public offering (IPO) within 36 months would require many changes and the challenges that come with organizational change (UoP). The following will discuss two strategies available to leadership and how this change will affect the organization.

Change Strategies
The success of a major change according to Yukl depends in part on what is changed.

Many attempts to introduce change in an organization emphasize changing either attitudes or

roles but not both (Yukl, 2010). The decision to take Gene One public, a major organizational

change, is being met with resistance from high level members of his staff (UoP).

Chief Executive officer, attempting gain support of those in distention, the attitude

centered approach will is a viable option to gain buy-in. The attitude-centered approach

involves changing attitudes and values through the use of persuasive appeals, training programs,

team building activities, or a cultural change program (Yukl, 2010). Attitudes towards this

change can be positively influenced communicating the logic of a change can reduce employee

resistance on two levels (Judge, 2011). First, it fights the effects of misinformation and poor

communication: If employees receive the full facts and clear up misunderstandings, resistance

should subside.

According to the case study the Chief Technical officer, Terri Robertson and

other senior staff will be resigning from Gene One (UoP). Reasons for these professionals

leaving range from perceived unwanted changes to the corporate culture, to fear of limits on

bringing new products to market (UoP). As part of the attempt to change attitudes education and

communication are vital (Judge, 2011).

Changing people’s attitudes or preconceived resistance to organizational change can be

changed through education and communication (Judge, 2011). Through communication the CEO

can reduce employee resistance on two levels (Judge, 2011). Through proper communication and

education the CEO can reduce the effects of misinformation and perceptions of employees and

staff (Judge, 2011). Education and communication will enable employees to have all the

necessary information to enable them to better understand why the change is taking place, thus

reducing resistance (Judge, 2011). A second benefit of a strong communication program help

sell the change through proper packaging (Judge, 2011). A study of German companies show

that when the rationale for change balances the interests of all stakeholders is effectively

communicated buy-in is more readily attained (Judge, 2011).

Personal experience makes it is clear that through the use of effective communication the

CEO can positively influence the attitudes of all stakeholders in an advantageous direction. The

strategy of attitude-centered approach can be a highly effective for Gene One to employ. By

effectively changing the attitudes of all dissenters and reinforcing the positive attitudes of all

others the goals Gene One will be attainable.

A...
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