Concord Bookshop
The organizational Change Process
Binu
HCS/587
“A dynamic competitive environment prompts organizational leaders to alter or transform their strategies. The process of Strategic renewal place new expectations on employees at all levels” (Spector, 2010, ch2p.1). In order to be successful in business, the ability to adapt to change is a great asset. If an organization does not adapt to the changes it lead to crisis. Similar crisis and downturn were faced by Concord Bookshop. The store is a 64-year-old independent store and regarded as one of the best in New England. It was a successful business both financially and reputation vise. It was the unity and excellent coordination between the various members of the bookstore that earned Concord a distinct position from its counterparts and provided it leverage over others.
The bookstore that was once used a store house of knowledge was plunged in a fierce clash of interests between the management and the employees of the bookstore (Mehegan, 2003). The precipitating factor that leads to volatile twist between the group of directors of the bookstore and employees was the hiring of new General Manager. No one was laid off nor was the salary of any employee cut. Yet many employees expressed their displeasure that organization is carrying out this decision in such economic crisis. Majority of the writers and customers of concord believed that measures taken by the management are not according to timely requirements. These included historian like David Herbert Donald and authors like Alice Hoffman.
Phases in the organizational changes process
The three phases of organizational change are: Turnaround, tools and techniques, and transformational behavioral change
1. Turnaround: It aims at financial improvement. All the large and small companies need to keep a sharp focus on matters such as profits, earning and return of investment. Failure to do so results into loss of investor confidence and increased difficulty in
Binu
HCS/587
“A dynamic competitive environment prompts organizational leaders to alter or transform their strategies. The process of Strategic renewal place new expectations on employees at all levels” (Spector, 2010, ch2p.1). In order to be successful in business, the ability to adapt to change is a great asset. If an organization does not adapt to the changes it lead to crisis. Similar crisis and downturn were faced by Concord Bookshop. The store is a 64-year-old independent store and regarded as one of the best in New England. It was a successful business both financially and reputation vise. It was the unity and excellent coordination between the various members of the bookstore that earned Concord a distinct position from its counterparts and provided it leverage over others.
The bookstore that was once used a store house of knowledge was plunged in a fierce clash of interests between the management and the employees of the bookstore (Mehegan, 2003). The precipitating factor that leads to volatile twist between the group of directors of the bookstore and employees was the hiring of new General Manager. No one was laid off nor was the salary of any employee cut. Yet many employees expressed their displeasure that organization is carrying out this decision in such economic crisis. Majority of the writers and customers of concord believed that measures taken by the management are not according to timely requirements. These included historian like David Herbert Donald and authors like Alice Hoffman.
Phases in the organizational changes process
The three phases of organizational change are: Turnaround, tools and techniques, and transformational behavioral change
1. Turnaround: It aims at financial improvement. All the large and small companies need to keep a sharp focus on matters such as profits, earning and return of investment. Failure to do so results into loss of investor confidence and increased difficulty in
References: 1. Burrows, P. (may8,2008). The Mac in the Gray Flannel suit. : Business Week, pp.36 2. Mehegan, D. (December23,2003). Tales of Woe at Concord Bookshop. : Bell & Howell Information and Learning Company 3.Burrows, P. (may8,2008). The Mac in the Gray Flannel suit. : Business Week, pp.3 4. Spector, Bert. (may2003). Organizational Dynamics. : HRM at Enron-the unindicted co-conspirator, pp.207-221. 5. Spector, B. (2010). Organizational Change. : Pearson Education