Case Study Perrier Chapter

Identify the key elements of the resistance to change described in this situation. At the beginning the relation between the management and the employees was good. The employees had a 35-hour week and earned an average annual salary of $ 32.

000 which was really for this part of France. But everything turned and the resistance to change began with the plan to cut 15 % of workforce and other decisions with Nestle©. Lack of communication and the company’s Inability to Inform the employees of what changes affected production at Peppier, the company made excessive changes and introduces a series of changes.

So the employees felt unsure, if they would still have the required skills to continue to work for the company. Peppier has made quite a fair amount of changes in a short period of time and they will need to be aware that some may not agree with the change because of possible disadvantages and might not work to their full potential. Most of Person’s employees did not think the changes were necessary for the organization’s growth.

The latter change was considered as the lack of conviction that change is needed.

There was also the ‘Perceived Negative Effect on Interest’ – this resistance to change will be effected by people’s perceptions of the likely effect of the change on their interests; a term that can cover a wide range of factors including their authority, status, rewards, opportunity to apply expertise, membership of friendship networks, autonomy and security. The employees at Peppier were concerned with the Implication of the change for themselves and how It may affect their own Interests, rather than considering effects for the success of the business.

When Peppier planned to cut 15% of its workforce, there was an uproar from CUT. To make it more worse, Premiers management purchased cases of a competitor’s latest beverage, Baddie Rouge, and placed it throughout the company cafeterias. For some workers it was a sign of provocation.

To make It short, they were many misunderstandings between the management and the CUT Like communication problems and Inadequate information. But another important point is that the management and the head of the CUT have to make compromise to come to the best possible solution. 2. Construct a change management strategy for dealing with this situation. In so doing, Identify what approach(sees) to managing resistance you recommend and roved a clear Justification for your choice. Lately and In the past we have seen companies lost their reputation rather than trying to fix it they create a new identity.

Most people, like workers will forget everything about Peppier and think that it’s a new company. For example, it happened with Firestone that now is known as Bridgetown, it is the same company but they reinvented themselves after the bursting tire incident.

We think, if Peppier comes up with a new Identity they will gain more popularity IT a change AT ten name or AT ten Drawn/llama Is not possible, we would iris of all promise the following possible outcomes that are likely to cause workers to react positively to change: Job security, salary increases, status/prestige with the brand, and responsibility. We would promise the things before mentioned, if we see a commitment with the organization and the utilities increases (because we lost money). And we also think there has been a lack of clarity as to what is expected by us, the managers, tell them that the losses.

If they keep going on, we will shut down the production plant because it is producing less than the industry. To deal with this situation we would use a situational approach, of Settler and Schlesinger. They proposed six methods for managing resistance: 1 . ) Educational and communication: As there is a lack information. We will communicate and educate the workers about the change what’s going on now in Peppier. 2.

) Participation and involvement: We will involve more all the workers, so if they are involved and are participated in our organization, Pierre, they are more likely to want to change rather than resist the change. 3. Facilitation and support: By being supportive with the rockers in our difficult times, we will prevent a potential resistance from the workers. We would also use a special training and counseling, outside normal office premises. 4.

) Negotiation and agreement: We would be offering incentives to our employees that they do not resist change. 5. ) Manipulation and cooperation: We would select the leader of the “resistance” and will be working with him and so understand his and his coworkers position. 6. ) Explicit and implicit coercion: This would be our last stand, and would force our employees into that they will have to accept change.

And let them know that any resistance to our change will lead them to Job losses, not promoting, etc. For these six methods mentioned we would use the coach image of managing change. And use the number one as the first method to use and so on until number six. The coach is the one who recognizes resistance and knows that change takes out people of their comfort-zone. We (as coaches) would be working with the resistance in a way that will reveal to the one who is resisting that such actions are not accord a good teamwork for Peppier. I mommas Eastland K Went & Bereave Merge Belong