Workshop Essay
Simulation #1 Evaluation
Change Management: Power and Influence
By: Eiley Morrison
MHR 300
7/13/14
As the CEO of an organization, one must make large-scale decisions on a regular basis in order to promote company growth, keep the employees happy, and achieve success. In this simulation assignment I was the CEO of Spectrum Sunglass Company, a company that provides its customers with high quality sunglasses. The future was looking bright because the market was growing, there was no pressure from competitive pricing, and people were being rehired after the recession. Spectrum had the opportunity to focus its efforts on creating new eyewear from more sustainable resources. If implemented correctly, Spectrum would be able to continue business with its largest account, BigMart, which constitutes for 30% of its revenue. However, not all members of the company were on board with the new idea. They believed that the company should focus its efforts towards getting back on their feet after the recession and not on implementing a new sustainability project. It was my job to convince my team that this was the right move. Unfortunately, I was not successful in doing so. I had some effectiveness in my efforts, but overall was not able to reach my entire staff. Even though I didn’t completely succeed in my efforts to implement the new idea of sustainable eyewear, there were a few things that I did that helped me with my cause. One of the most effective actions I took to manage organizational change was called “Walk the Talk” in the simulation. This decision helped to enhance my credibility as a CEO by expanding employee knowledge of the idea at hand and how it would be implemented. By informing them on the idea and how it will work, they were all convinced a little more and became more open to the idea. The second thing I did to achieve some success in my efforts was called “Tell a Success Story” in the simulation. By doing this, I was able to prove that the plan has
Change Management: Power and Influence
By: Eiley Morrison
MHR 300
7/13/14
As the CEO of an organization, one must make large-scale decisions on a regular basis in order to promote company growth, keep the employees happy, and achieve success. In this simulation assignment I was the CEO of Spectrum Sunglass Company, a company that provides its customers with high quality sunglasses. The future was looking bright because the market was growing, there was no pressure from competitive pricing, and people were being rehired after the recession. Spectrum had the opportunity to focus its efforts on creating new eyewear from more sustainable resources. If implemented correctly, Spectrum would be able to continue business with its largest account, BigMart, which constitutes for 30% of its revenue. However, not all members of the company were on board with the new idea. They believed that the company should focus its efforts towards getting back on their feet after the recession and not on implementing a new sustainability project. It was my job to convince my team that this was the right move. Unfortunately, I was not successful in doing so. I had some effectiveness in my efforts, but overall was not able to reach my entire staff. Even though I didn’t completely succeed in my efforts to implement the new idea of sustainable eyewear, there were a few things that I did that helped me with my cause. One of the most effective actions I took to manage organizational change was called “Walk the Talk” in the simulation. This decision helped to enhance my credibility as a CEO by expanding employee knowledge of the idea at hand and how it would be implemented. By informing them on the idea and how it will work, they were all convinced a little more and became more open to the idea. The second thing I did to achieve some success in my efforts was called “Tell a Success Story” in the simulation. By doing this, I was able to prove that the plan has