Case Study Problems Perrier
1. Identify the key elements of the resistance to change described in this situation.
To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case:
The Parochial self-interest occurs when people are concerned with the impact of the change on themselves and how it may affect their own interests, rather than considering the effects for the success of the business. The union suggests this of Nestles. Jean-Paul Franc, head of the CGT at Perrier, sees the situation differently. In regard to the company's plan to cut 15 percent of its workforce he protests: “Nestle can't do whatever it likes” He says, "There are men and women who work here... Morally speaking the water and the gas stored below this ground belong to the whole region.” [2]
Misunderstanding which evolves through communication problems or inadequate information. Management of a company could not agree to a decision, perhaps due to a lack of information of the real problem. Relating to this case it is not very clear what is causing the lower production at this plant. According to Nestle CEO Peter Brabeck-Letmathe, "We have come to the point where the development of the Perrier brand is endangered by the stubbornness of the CGT. Where else according to Jean-Paul Franc, head of the CGT at Perrier as mentioned before, "In regard to the company's plan to cut 15 percent of its workforce he protests, "Nestle can't do whatever it likes.? He says, "There are men and women who work here... Morally speaking the water and the gas stored below this ground belong to the whole region."[3]
Different assessments of the situation occurs when employees disagrees on the reasons why the company
To identify the key elements of the resistanceto change described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.[1]The model prevents, minimizes or descreases resistance to change in organizations. According to Kotter and Schlesinger (1979), there are four reasons that why people resist change, three of which are applicable to this case:
The Parochial self-interest occurs when people are concerned with the impact of the change on themselves and how it may affect their own interests, rather than considering the effects for the success of the business. The union suggests this of Nestles. Jean-Paul Franc, head of the CGT at Perrier, sees the situation differently. In regard to the company's plan to cut 15 percent of its workforce he protests: “Nestle can't do whatever it likes” He says, "There are men and women who work here... Morally speaking the water and the gas stored below this ground belong to the whole region.” [2]
Misunderstanding which evolves through communication problems or inadequate information. Management of a company could not agree to a decision, perhaps due to a lack of information of the real problem. Relating to this case it is not very clear what is causing the lower production at this plant. According to Nestle CEO Peter Brabeck-Letmathe, "We have come to the point where the development of the Perrier brand is endangered by the stubbornness of the CGT. Where else according to Jean-Paul Franc, head of the CGT at Perrier as mentioned before, "In regard to the company's plan to cut 15 percent of its workforce he protests, "Nestle can't do whatever it likes.? He says, "There are men and women who work here... Morally speaking the water and the gas stored below this ground belong to the whole region."[3]
Different assessments of the situation occurs when employees disagrees on the reasons why the company