Leading Change at Gene One
University of Phoenix
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.
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
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.
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