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Topics: Marketing, Military, The A-Team Pages: 11 (2968 words) Published: September 22, 2014
CCT 355 E-Business Technologies

Change Management Simulation Assignment
Group #4:
Timur Khamitov (995666989)
Kevieon Barker (995420343)
Tarek El Saad (994959265)

Division of Labour
We have divided up the entire work load into five main stages, with the following break-down: Analyze: For this part of the report, firstly, each group member studied the case as well as the change primer to get a detailed understanding of the problem at hand. Secondly, each group member has spent time with the game, experimenting with the tactics and their consequences. A key aspect of this component is conducting interviews of the Management. The list of departments interviewed was split up based on the following break-down:

Tarek: Administration Department
Kevieon: Marketing
Timur: Manufacturing, R&D
Plan list of adequate tactics
Tarek: Summarize the change primer with additional notes.
Timur: roughly break down the list of all available tactics into the 7 stages outlined in the primer. Implement tactics
Kevieon: enter the available tactics into the game in various order. Evaluate tactics used
Collective activity, group discussion of tactics used
Maurice Gagnon - CEO

· Very worried about present managerial state
· Need a leader
· Not happy with Brian
· Thinking about coming out of retirement
· Company changed a lot since Brian took over
· Company may have grown too much
· Likes Brians cost containment initiatives
· Market has changed
· Company should be doing better
· Company has great resources
· Bit performing as well as competitors
· Need action and results
· There should be two divisions 1:military , 2: commercial
· Not happy
· Problem is Rob Brown is a problem, thinks problems wouldn’t be around if union and Rob weren’t around

Brian Johnson – President

· Company is largely result of his ideas
· Feels like has failed because has to bring in consultant
· Exceptional departmental strength and cutting edge R&D, high quality manufacturing, decent marketing department · Occasional communication breakdown “when this happens, all hell breaks loose”. Occurs a lot · No need for organizational shake up, cant afford it

· Creating ad hoc or semi-permanent cross-functional teams
· Bad communication between departments need to “break down walls” · Team approach will help communication problems
· Wants people to know how serious situation is
· Union and Robert brown a problem
· Jennifer smith good ally and great supporter
· Will not leave company in crisis

Jennifer Smith – VP Tech

· Job is to integrate the efforts of R&D, Marketing and manufacturing · Create new good products fast
· Has been dealing with a lot of mediation between departments · New employee who has experience to give R&D a commercial orientation · Cross functional teams are critical
· R&D desiging what manufacturing cant build and what customers don’t want. (problem with R&D) · Department structures are very isolated
· Need to get people to communicate more and problem solve together · Company needs restructuring
· A lot of tension between management
· Brian not fond of Robert Brown.
· R&D and Marketing hate each other not communicating

Guy Tremblay - VP Human resources
· Likes the ideas of teams
· Big changes
· A lot of stress
· Need fresh perspective
· Energy channeled into conflict
· No vision or support to implement vision
· Mature workforce. No need for training
· Brian Johnson and rob brown don’t get along
· No one person is barrier to change.
· Need a group of people to lead change
· Integrated Teams, matrix structure

Ann Price - Personnel Manager
· Responsible for overseeing all human resource functions
· Responsible for organizing training
· Has a lot of responsibilities. Overworked
· Not supportive of outsourcing training
· Believes training is important
· Cuts in funding to human resources lead to low morale and cuts in participation for...
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