Case Study: Slastyona
Main issue
Slastyona, which was one of the leading private confectionery manufacturers in Russia, planned to turn its largest factory, the one situated in Nizhny Novogorod (Factory A), into a flagship manufacturing site. For this purpose, Jeffrey Walker, President of Slastyona, placed responsibility on his HR Director in HQ, Martina Espinosa, to work together with a team of management consultants, in order to assure that the company would be advised with the appropriate HR policies. Nevertheless, of bigger concern to him was whether the current General Manager of Factory A, Wilton Winchester, would have the capacity to lead this change to its successful implementation, or he would turn it into a failure. Issue Analysis
Turning Factory …show more content…
Since, “Sustainable, organization-wide change requires that at least three of the following levers of change be pulled simultaneously: mission, culture, people, leadership, policy, work, and tools“ , the management had a lot of work to do in terms of policies, culture and leadership.
The importance of the project urged Jeffrey Walker to involve himself into overseeing the process of transformation. He believed that if the process in the flagship factory had a positive outcome, it could also be implemented in the other manufacturing sites of Slastyona …show more content…
Her deep knowledge of the Russian culture and reality helped her identify the high competitive pay market for internationally-oriented and capable managers. She was also aware of the need to propose suitable compensation and benefit policies. In addition, Espinosa weighted the time constraint for training of new employees and wanted to align the process with the best practices of Interchoc. Obviously, the assessment made by Walker in regard to Espinosa was precise, since she was acting as a perfect coalition-builder, and managed to involve all the key people in Nizhny Novogorod factory with her cause. Martina was able to listen carefully to the concerns of her colleagues and to address their issues in an appropriate way. Espinosa shared the understanding that the implementation of an effective pay policy for flagship Factory A, was crucial for the entire project. This was the main reason for her deep concern and confusion when Wilton showed his negative attitude toward her work for the project done together with the team of
Slastyona, which was one of the leading private confectionery manufacturers in Russia, planned to turn its largest factory, the one situated in Nizhny Novogorod (Factory A), into a flagship manufacturing site. For this purpose, Jeffrey Walker, President of Slastyona, placed responsibility on his HR Director in HQ, Martina Espinosa, to work together with a team of management consultants, in order to assure that the company would be advised with the appropriate HR policies. Nevertheless, of bigger concern to him was whether the current General Manager of Factory A, Wilton Winchester, would have the capacity to lead this change to its successful implementation, or he would turn it into a failure. Issue Analysis
Turning Factory …show more content…
Since, “Sustainable, organization-wide change requires that at least three of the following levers of change be pulled simultaneously: mission, culture, people, leadership, policy, work, and tools“ , the management had a lot of work to do in terms of policies, culture and leadership.
The importance of the project urged Jeffrey Walker to involve himself into overseeing the process of transformation. He believed that if the process in the flagship factory had a positive outcome, it could also be implemented in the other manufacturing sites of Slastyona …show more content…
Her deep knowledge of the Russian culture and reality helped her identify the high competitive pay market for internationally-oriented and capable managers. She was also aware of the need to propose suitable compensation and benefit policies. In addition, Espinosa weighted the time constraint for training of new employees and wanted to align the process with the best practices of Interchoc. Obviously, the assessment made by Walker in regard to Espinosa was precise, since she was acting as a perfect coalition-builder, and managed to involve all the key people in Nizhny Novogorod factory with her cause. Martina was able to listen carefully to the concerns of her colleagues and to address their issues in an appropriate way. Espinosa shared the understanding that the implementation of an effective pay policy for flagship Factory A, was crucial for the entire project. This was the main reason for her deep concern and confusion when Wilton showed his negative attitude toward her work for the project done together with the team of