Concord Bookshop Paper
Concord Bookshop Paper
Chris Gonzales
HCS/587
August 12,2013
Georgetta Baptist
Concord Bookshop Paper
Change is inevitable; it happens everywhere, it happens every day. Change is the new norm, the new stability. The idea of change even in the best of times is unsettling to most individuals. “It is not the strongest of the species that survive, not the most intelligent, but the one most responsive to change,” stated Charles Darwin. The Concord Bookshop went through changes as many other companies are faced in today’s recession, fierce competition, innovative technology, and restructuring needs. According to Kurt Lewin there are three phases of change implementation: freezing, moving, and refreezing. In this paper, I will describe phases that Concord Bookshop failed to complete that lead to change failure.
Phases of Organizational Change
Before the change occurs, there are techniques a company can use to minimize resistance. These include good strategic planning, commitment to leadership and team-building skills, and good communication skills (Gambrel & Stevens, 1992). Concord Bookshop failed to use any of the said techniques. According to Spector (2010), a new organizational model is necessary for a business to gain profit and survive in the market. When Concord management hired new general manager there is no strategic planning done. Although the management attempts to hire new manager is needed to keep updated with technology and the ability to competition, management’s approach to change implementation led to resistance and resentment. Concord management failed to involve employees in the proposed change. There is no team building, when Concord management decides to adapt change; it was done as management prerogative. Concord Bookshop did not give the employees any input into the change process at all, nor did they listen to the employees concerns. For the management to be effective, a change leader’s initial task is to manage and understand the
Chris Gonzales
HCS/587
August 12,2013
Georgetta Baptist
Concord Bookshop Paper
Change is inevitable; it happens everywhere, it happens every day. Change is the new norm, the new stability. The idea of change even in the best of times is unsettling to most individuals. “It is not the strongest of the species that survive, not the most intelligent, but the one most responsive to change,” stated Charles Darwin. The Concord Bookshop went through changes as many other companies are faced in today’s recession, fierce competition, innovative technology, and restructuring needs. According to Kurt Lewin there are three phases of change implementation: freezing, moving, and refreezing. In this paper, I will describe phases that Concord Bookshop failed to complete that lead to change failure.
Phases of Organizational Change
Before the change occurs, there are techniques a company can use to minimize resistance. These include good strategic planning, commitment to leadership and team-building skills, and good communication skills (Gambrel & Stevens, 1992). Concord Bookshop failed to use any of the said techniques. According to Spector (2010), a new organizational model is necessary for a business to gain profit and survive in the market. When Concord management hired new general manager there is no strategic planning done. Although the management attempts to hire new manager is needed to keep updated with technology and the ability to competition, management’s approach to change implementation led to resistance and resentment. Concord management failed to involve employees in the proposed change. There is no team building, when Concord management decides to adapt change; it was done as management prerogative. Concord Bookshop did not give the employees any input into the change process at all, nor did they listen to the employees concerns. For the management to be effective, a change leader’s initial task is to manage and understand the