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Nike: Change Management Assignment

   

Added on  2019-11-08

7 Pages1030 Words452 Views
Nike: Change Management

Table of Contents1. Introduction..................................................................................................................................32. Resistance to Change at Nike......................................................................................................33. Implementing Contingency Approach to Change Management.................................................54. Recommendations and Conclusion..............................................................................................5Bibliography....................................................................................................................................7

1. IntroductionChange management is considered to be very crucial in order to gain competitive advantagewhich is considered to be the main aim of many organizations. Most of the leaders as well as thechange agents face various conflicting challenges regarding understanding as well asmotivating the highly diverse workforce , being accountable to stakeholders while planning fortheir future in a highly chaotic environment [ CITATION Wad14 \l 1033 ]. This report analysesthe organizational and development lessons that can be learnt from an organization, Nike.2. Resistance to Change at NikeIn case of Nike ‘s study of its supply chain at its factories it was found that by adopting Leanwas associated with 15 percent reduction in non-compliance with the labour standards forexample time off, wages, as well as benefits. In 1990’s the global boycott campaign becamevery successful and it showed how industry giants can be accounted by consumers thestakeholders. Then Nike board member Jill Ker Conway visited several factories of Nike andidentified many ways in which they can be improved by bringing a change in relationshipbetween the management and workers [ CITATION Gri16 \l 1033 ]. Thus Nike started making commitments with its longstanding suppliers so as to implement Leantransformation. The transformation to lean required higher commitment for the contractfactories. Many factories had to change their physical layout of entire shop floor; managers whowere responsible for lean manufacturing were appointed and sent for training to Sri Lanka.

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