Ethical Change Management: Managing Resistance in Business

Running Head: BUSINESS MEMO ON ETHICS OF MANAGING RESISTANCE
Topic- Business memo on the ethics of managing resistance
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2ETHICAL CHANGE MANAGEMENT
TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
DISCUSSION..................................................................................................................................3
PRINCIPLES OF ETHICAL CHANGE MANAGEMENT.......................................................3
IDENTIFICATION OF RESISTANCE FOR CHANGE............................................................3
CRITICISM OF THE RESPONSE OF CHERYL HAILSTORM TOWARDS THE
MANAGERS...............................................................................................................................4
RECOMMENDED MEASURES TO BE TAKEN BY CHERYL HAILSTORM TO
MANAGE RESISTANCE...........................................................................................................4
CONCLUSION................................................................................................................................5

3ETHICAL CHANGE MANAGEMENT
INTRODUCTION
Change is inevitable to every business organization. Managing change is one of the core
functions that keeps the organization going (Ashkenas, 2013). In this paper the two principles of
ethical change management are considered and applied to the given case study of a wooden toys
company named Lakeland Wonders.
DISCUSSION
PRINCIPLES OF ETHICAL CHANGE MANAGEMENT
Decision making is one of the integral parts of a strategic manager (Hayes, 2018). For
effective decision making the personal beliefs of the manger should be kept aside and larger
perspective of organizational goal need to be focused (Cameron & Green, 2015). Strategic
managers always need to keep the four main principles of ethical management in mind, they are
respecting each employee, mutual respect, fairness in procedures and transparent decision
making (Morgan, 2013). Here the two considered principles are respect for every employee and
procedural fairness (Hashim, 2013).
IDENTIFICATION OF RESISTANCE FOR CHANGE
From the very first day of joining as the CEO, Cheryl Hailstorm, is focusing on changes.
Whereas Mark serving almost a decade for the company is not a fair supporter of change as he
was worried about the consequences of change on the workers and their Union and also on the
imbedded culture (Bateh, Castaneda & Farah, 2013). People will not understand the benefits of
strategic decision of production off-shoring to Bull’s Eyes stores, which Cheryl is focusing on
the most. They will only understand that their job is not secured and this will lead to strikes and
conflicts (Goetsch & Davis, 2014). The whole culture and the harmony of the organization will
get distorted. He understands the labor market better as he has years of experience of dealing
with them (Kaufman, 2017). He is not in support of quick and nasty decisions but is a ‘slow and
steady’ kind of manager. He is also worried about the brand name of Lakeland, selling its shares
will not have good effect on the shareholders and the brand name will get hampered (Hayes,
2018). Packaging, branding, and delivery are crucial for its product line and the company for the
last 94 years is maintaining its reputation intact. Sudden changes in overall operational functions
will not be a boon for the company and so decision making need to be fairer as per procedures