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1. M.a.i.l. Inc. Learning to Change SERENA CRUM WALDEN
UNIVERSITYORGANIZATIONS, INNOVATION, AND CHANGE EDUC 6105 DECEMBER
18, 2011
2. M.A.I.L. Inc. LAFAYETTE, Indiana Ron Welton & Ron
Robbins Owner and Executives of The M.A.I.L. Group (They are also
brother-in-laws.)(M.A.I.L., 2011)
3. Culture: traditions Annual Company Picnic Holiday Gift
Exchange Holiday Bonuses Annual Holiday Lunch Free M.A.I.L. Inc.
T-Shirt on Employees First Anniversary Community Outreach
Programs(Beach, 2006)
4. CultureDifferent work environments havecreated different
subcultures at M.A.I.L.Inc. Warehouse and Production are more team
oriented and informal.(Lazidou, 2008; Mello, 2010)
5. CultureOther areas of the company have more formalwork
environments with cultures rangingfrom constructive to
passive/defensive toaggressive/defensive.(Schermerhorn, J. R.,
Hunt, J. G., & Osborn, R. N. 2008).
6. organizational structure
7. The ChangeClick to hear M.A.I.L. Inc. Account Manager
KellyKater describe the change that she and her co-workershave
recently experienced. Click Here
8. Role of Leadership in the Change What Should Have What
Happened Happened Brief announcement of Extended meeting
resignation & department announcing change and restructuring
followed by explaining the reason for short training session the
change with Q&A Alleviation of fears and No questions were
anxieties through extensive answered communication of No follow-up
or expectations, explanation communication by upper of new role
management Appropriate, on going No additional training training
sessions Continued communication(Heller, 1998)
9. Emotional Components of ChangeClick the link to watch Kelly
Kater describe some of theemotional challenges she and the other
accountmanagers faced. Click Here
10. Conclusion Change is a necessary part of an organization
(and adequate planning time is not always an option). Change can
lead to some uncomfortable side effects that should not be ignore
be able to recognize and plan for them instead M.A.I.L. Inc. is
learning to change Accepting that being dynamic is critical to
companies success New leadership Recognizing and expecting negative
and positive responses to change(Maxwell, 1993; Schermerhorn, J.
R., Hunt, J. G., & Osborn, R. N., 2008)
11. ReferencesBeach, L. R. (2006). Leadership and the art of
change: A practical guide to organizational transformation.
Thousand Oaks, CA: Sage Publication.Heller, R. (1998). Managing
change. New York, NY: DK Publishing, Inc.Lazido, D. (2008). Three
ways to measure your corporate culture. Strategic Communication
Management, 12(3), 10.M.A.I.L. Inc. (2011). M.A.I.L. Inc. Retrieved
from http://www.mail-inc.com/Mello, J. (2010). Corporate culture
and S&OP: Why culture counts. Foresight: The International
Journal of Applied Forecasting, (16), 46-49.Schermerhorn, J. R.,
Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior
(10th ed.). Hoboken, NJ: John Wiley & Sons.