BUS 661 Leading Organizational Change
Dr. Erick Aguilar
February 18, 2013
Change at Tyco was bound to happen it was inevitable because scandal and ethical violations had taken over the daily operations from the top down (Palmer, Dunford, & Akin, 2009). Many times change may be brought on by an organization attempting to improve performance or implement a plan to be proactive. This was not the case with Tyco the change was induced by actions which had saturated the organization and threatened all parties involved from the shareholder to the stakeholder. The case involving Tyco was not just some local nickel and dime crime it had international implications because Tyco operated outside the U.S as well. The case involved two senior level executives former CEO Dennis Kozlowski and his associate CFO Mark Swartz both of whom swindled the company out of hundreds of millions (Palmer et al., 2009). After the much publicized scandal new CEO, Ed Breen would have to step in and perform the role of a caretaker in a sense. Turn around and Change
Managing change as a caretaker involves great communication because the change is usually brought on by an event of chaos or confusion like the scandal with Tyco (Palmer et al., 2009). A caretaker must have many different communication skills and different tools at their disposal to answer the questions of how, when and why that will come in partnership with the change. Knowing this was not a solo role Breen brought in a turnaround team to help with communication that would be needed to create an open dialogue and change the culture around the organization. Four skills are mentioned with Gerard and Teurf’s approach to transformation which would be helpful for the turnaround team at Tyco. By eliminating all prior board members and reinventing the organization the team was able produce a trusting atmosphere without prior judgment (Palmer et al., 2009). Listening would allow the...
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