Cheryl, the CEO of Lakeland Wonders Company, faces challenges in implementing changes due to lack of support from her management. This report discusses the nature and reasons for change, Cheryl's management skills, and an alternative approach she can take to win the trust of her team and succeed in bringing the change she wants.
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2 Executive summary Cheryl, the CEO of Lakeland Wonders Company is the first woman to get the best job outside Sweden family. Cheryl is very aggressive; she has a plan to bring changes in Lakeland Company but she is faced with many challenges. One of the challenges she is facing is lack of support from her management. And therefore, Cheryl needs to change her management styles in order to win the trust of her team and succeed in bringing the change she wants. Contents
3 Executive summary.........................................................................................................................2 Introduction......................................................................................................................................4 The Nature of change.......................................................................................................................5 The reasons of change.....................................................................................................................6 An alternative approach...................................................................................................................6 Conclusion.......................................................................................................................................7 References........................................................................................................................................8 Introduction Lakeland is undergoing a critical time with Hailstrom trying to implement change policies that are not reinforced by the other management members. I will be discussing the reasons why
4 Hailstrom is assertive for a change in the organization and what needs to be done to ensure that an actual outcome is achieved (Bratton, & Gold, 2017).I will also be presenting critical analysis about Cheryl’s management skills and her relationship with other employees. The remaining part of the report follows with the reasons for change, the strategic response of Cheryl, and the appropriate measures for ensuring that change is implemented successfully. All the points are supported with examples and clearly explained along the report. The Nature of change There are four types of change that depends on the nature and the scope of change that is required. These changes are discussed below Hailstom had plans that she wanted to implement immediately ranging from entering middle- priced toys market section, outsourcing the output for this section to the countries located in off-
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5 shores, changing the present Lakeland to Sampsen Design, recruiting potential persons like Cecil and have an alliance with all the suppliers of the core parts. Based on the above arguments, Hailstrom pursues a kind of change known as reconstructive change. This kind of change does not alter the core of Lakeland activities but it is vital in introducing new opportunities that needs the use of new techniques (Boisot & McKelvey 2010) Hailstrom: visionary change leader? The critical quality in this section is that the change vision is building of Hailstrom herself and has posed diverse responses from the rest of her team. Whenever there is a need to change management in an organization, it is critical to know if this should done bottom-up or top-down. Lakeland wonders’ Code of Change Cheryl has failed to embrace the Lakeland’s ancient culture and this issue has been brought up by Wally, Lakeland’s retired CEO when he was mentioning to her that most employees have been working at Lakeland for generations; and that her rapid alternations will scare them (Wuorenmaa, 2012).The Beer and Nohria elaborates that for a leader to be ranked as Theory E change, the crucial law is to be a shareholder and thus Hailstrom’s regular persistence on targets achievement and growth boosting makes her to be in that side of style. However, Cheryl should know that this concept approach could be devastating whenever it begins to challenge strong and recognized cultures (Palmer, Dunford, & Akin, 2016).Hailstrom is facing difficulties from her employees simply because she did not take them in confidence and discussed with them about the changes she wanted to make; it appeared that she dictated terms basing on what she was feeling was the best for company’s economy. For instance, she insisted on the use of Sampsen Design though her designer did not felt the same way. The reasons of change An Organisation is a communal system. Every part of an organisation has an impact on other parts. While change is defined as an alternation that takes place in an organisation’s general environment; therefore, organisational change is the creation of inequities in the current series of condition (Bradley, 2016).
6 Some of the reasons why change is needed in every organization is discussed based on the internal reasons or the external reasons. The internal reasons are the reasons that are from inside the organization while the external reasons are mostly the alternations from the market(Planning Commission. 2012). Looking back at the case study, the internal forces are displayed when Hailstrom insists that the directors of board need to set abnormal growth targets for the management to achieve; and she believes that these targets are achieved by making some changes in the company. Additionally, it is also clear that Cheryl’s persistence and aggressiveness in pursuing new opportunities has assisted her in being a step ahead of the market (Tibus, 2010) From the external market view, the marketing CEO mentions that the middle-priced sector of marketplace was the only sector that projected twice digit growths and the clients for the those goods were shopping at Bull’s eye. Currently, Lakeland Wonder specializes in exclusive toys. An alternative approach Here are some of the suggestions that Cheryl would hopefully gather for her success Firstly, is conducting Lewin’s force- analysis, this would greatly help weigh the advantages and the disadvantages of change plans (Sekaran, & Bougie, 2016).It concerns weighing in all the aspects that are in support of a certain change plan and all the forces that are against it. The listed forces are then rated with one weak to a scale of five strong factors. The problem that Hailstrom is facing in implementing the change she needs is worker’s resistance; Cheryl has problems with Mark and other employees too. Therefore, she needs to deal with this by changing her management skills, improving in communication and setting up a strong feedback system. Conclusion Hailstrom is right when she proposes that change is required in the organization, it is only that she has used the wrong approach. She is viewed as an outsider when she adopted a theory E approach. And so, to solve that problem Cheryl needs to place her trust to her employees and
7 other employees like Mark and consider their feedbacks to know what works well for the company. References Boisot, M., & McKelvey, B. (2010). Integrating modernist and postmodernist perspectives on organizations: A complexity science bridge.Academy of Management Review,35(3), 415-433. Bradley, G. (2016).Benefit Realisation Management: A practical guide to achieving benefits through change. Routledge. Bratton, J., & Gold, J. (2017).Human resource management: theory and practice. Palgrave. Planning Commission. (2012). Twelfth Five Year Plan (2012-2017). Economic Sectors. Vol. II.
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8 Palmer, I., Dunford, R., & Akin, G. (2016).Managing organizational change. McGraw-Hill Education. Sekaran, U., & Bougie, R. (2016).Research methods for business: A skill building approach. John Wiley & Sons. Tibus, C. (2010). Leadership beyond the glass ceiling: does ownership matter?.Leadership & Organization Development Journal,31(8), 743-757. Wuorenmaa, A. E. (2012). The Lakeland Fires.