Management

Running head: MANAGEMENT
Management
Name of the Student
Name of the University
Author Note

1MANAGEMENT
Considering the fact that the Government Disability Workshop (GDW) is being restricted
in order to compete with their commercial rivals, mixed reaction of the employees to the several
changes that has been implemented is inevitable. It can be clearly understood that the current
organizational culture of the GDW environment is adhocracy culture. Adhocracy culture is
defined as the dynamic as well as entrepreneurial with the chief focus on the innovation, risk
taking as well as “Doing things first”. Considering the fact that the change has been implemented
in order to ensure gaining better competitive advantage, the mentioned culture which is prevalent
in the organization has the potential to enhance the productivity as well as performance of the
employees which in turn will result in enhanced market value as well as revenue.
The organization however is facing several issues in order to prevent internal conflict as
well a strong rigidity of few of its employees associated with the change. These issues can be
eradicated with the help of John Kotter’s 8 steps approach to leading change (Hughes 2016).
The 8 process of changes that can be implemented in order to prevent any kinds of changes
includes creating, building, forming, enlisting, enabling, generating, sustaining and instituting.
The first one includes creating the sense of urgency, That has been already done by Fred Chan,
the supervisor of the Metalwork department. However, the supervisor of different departments of
the organization needs to build a guiding coalition in order to guide, coordinate as well as
communicate the activities. The third step that includes forming a strategic vision as well as
initiatives is also not performed by the management. As a result of this, a good number of
employees of the GDW organization is suffer from lack of understanding of the ultimate vision
behinds the initiatives taken by the management. In order to ensure a successful implementation
of the changes, it is highly crucial for the organization to enlist a voluntary army who possess the
capability to remove barriers (Naranjo-Valencia, Jiménez-Jiménez and Sanz-Valle 2016). Apart