Managing the changes of Lakeland Wonders

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MANAGEMENT OF CHANGE
Managing the changes of Lakeland Wonders
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MANAGEMENT OF CHANGE
Executive summary
Management involves planned and rational approach towards regulating the business
operations. Here, prior experience holds special value in terms of controlling the performance
of the employees. All these aspects seem inappropriate towards the irrational approach of
Cheryl Hailstorm, newly appointed CEO of Lakeland Wonders. This is evident from the
haphazard approach, which she exposed towards changing the business scenario. Absence of
research, prior to the implementation of changes, compelled her to encounter switch over by
the employees. This stranded her on an island, when she needed the support from the staffs.
She herself is responsible for staining the reputation of the company. If Cheryl involved the
staffs and the employees in a meeting, effective solutions would have emerged in terms of
implementing the proposed changed as per the requirements. This reflects a lack of
communication, aggravating the complexities. Strategic planning is needed in terms of
gaining back the trust, loyalty and dependence of the customers. Within this, offshore
manufacturing holds special significance in terms of expanding the business horizons. This
type of manufacturing would be crucial for the company in terms of enhancing the
productivity. Along with this, offshore manufacturing would upgrade the standards and
quality of the toys. This upgradation would lead to high scale customer attraction.
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MANAGEMENT OF CHANGE
Table of contents
Introduction................................................................................................................................3
Insight into Lakeland Wonders..................................................................................................3
Changes proposed......................................................................................................................4
Critical approach to the proposed changes.................................................................................4
Consequences of implementing the changes..............................................................................5
Recommendations for improvement..........................................................................................5
Offshore manufacturing.........................................................................................................5
Offshore manufacturing and production management...........................................................6
Offshore manufacturing and business scaling........................................................................6
Offshore manufacturing and talent management...................................................................6
Offshore manufacturing: Support for Local and global economies.......................................6
Optimizing the resources........................................................................................................7
Planning..................................................................................................................................7
Resource allocation................................................................................................................7
Training..................................................................................................................................8
Quality....................................................................................................................................8
Marketing mix........................................................................................................................8
Special offers and discounts...................................................................................................8
Corporate social responsibility...............................................................................................9
Special programs....................................................................................................................9
Evaluation..............................................................................................................................9
Conclusion................................................................................................................................10
References and bibliography....................................................................................................11
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MANAGEMENT OF CHANGE
Introduction
Change is an inevitable issue, which alters the business scenario of the companies and
organizations. The proposed changes need to be managed, so that the desired outcomes can
be achieved. Strategic approach towards change management improves the focus on the
business activities. This includes the strengths, weakness, opportunities, threats and
competencies. Developing short term, realistic and achievable goals are assistance in terms of
measuring the extent to which the changes have been achieved (Cameron & Green, 2015).
Change management also includes regulating the resistance towards change. This resistance
is appropriate in terms of deviating from the traditionalism. However, the managers need to
play an effective role in convincing the employees about the benefits of altering the
workplace scenario (Doppelt, 2017). This report attempts to assess the effectiveness of the
proposed changes in the workplace of Lakeland Wonders and propose recommendations for
improving the productivity.
Insight into Lakeland Wonders
Lakeland Wonders has achieved accolades and glory by serving quality toys to the
customers. The operations of the company are spread all over Minnesota. Presence of 5000
skilled workers results in the production of quality toys. A new chief executive was hired for
bringing change within the workplace scenario. Cheryl Hailstorm was appointed as the new
CEO. The major drive behind this was his prior expertise and enthusiastic approach towards
executing the business activities. This enthusiasm proved effective for Lakeland Wonders in
terms of achieving success (Kuipers, Higgs, Kickert, Tummers, Grandia & Voet, 2014). She
was offered the post, due to her prior expertise as Chief Operating Officer in one of the
associates of Lakeland Wonders.
Cheryl utilized the opportunity by proposing radically changes for upgrading the
quality of revenue generation. The change process focused on the need for offshore
manufacturing through reduction in manufacturing and production costs. Cheryl proposed
that these activities would increase the profit margin. Hailstorm needs to be credited for
exposing conscious approach towards evaluation of the available facilities before
implementation of the project. Along with this, review was also conducted for labor
management and the manufacturing capabilities. One of the weak points was lack of
consideration towards the aspects like pace of the change process, implementation of the
changes, dealing with resistance, acceptance of leadership changes (Goetsch & Davis, 2014).
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