Organizational Change in Lakeland Wonders: A Critical Evaluation

The report analyzes the nature of organizational change in Lakeland Wonders, identifies the need for change, different kinds of changes pursued by Cheryl Hailstrom, and critical evaluation of the overall case. Possible recommendations for the success of the organization are presented.

Running head: LAKELAND WONDERS CASE 1
Lakeland Wonders Case
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LAKELAND WONDERS CASE 2
Executive Summary
The overall report concentrates on analyzing the actual nature of the organizational
change in Lakeland Wonders. Primarily, the research concentrates on identifying the need of
change within the organization. Then the discussion continues with different kinds of changes
pursued by Cheryl Hailstrom. The report then focuses on the organizational change that is
performed by Cheryl Hailstrom. The report discusses about the Lakeland Wonders’ Code of
Change and critical evaluation of the overall case. Possible recommendation has been presented
for the success of the organization. Finally, the report ends with a conclusion.

LAKELAND WONDERS CASE 3
Table of Contents
1.0 Introduction................................................................................................................................4
2.0 Need of Change within Lakeland Wonders and Identification of gaps with the change...........4
3.0 Different kinds of changes pursued by Cheryl Hailstrom.........................................................4
4.0 Performing organizational change by Cheryl Hailstrom...........................................................5
5.0 Lakeland Wonders’ Code of Change.........................................................................................5
6.0 Critical evaluation of the overall case.......................................................................................6
7.0 Possible recommendation for the success of the organization..................................................6
8.0 Conclusion.................................................................................................................................7
9.0 References..................................................................................................................................8

LAKELAND WONDERS CASE 4
1.0 Introduction
Lakeland Wonders is experiencing a critical transformation in core operation with the
newly assigned CEO Cheryl in actualizing changes in the systems which are not being invited or
upheld by the remaining supervisory group. In this report, the investigation is performed to
identify the reasons why Cheryl thrusts for an adjustment in the organization, and in what way
should the situation be improved to achieve a successful result. Remaining report pursues with
the triggers of improvement recorded first, trailed by the response from the CEO against the
changes; lastly, an assessment is given on what could be more proper strides to guarantee
effective change execution. All focuses are to be upheld with precedents and pertinent writing is
recognized and clarified along the report.
2.0 Need of Change within Lakeland Wonders and Identification of gaps with
the change
The requirement for change could be founded on either inward reason inside the firm or
outside changes in the market. As far as inward moves, the board of directors has set powerful
advancement which concentrates the administration to accomplish and implying to this Cheryl
knew that it could not be accomplished by giving things a chance as per the current situation that
existed (Means, 2017).
From an outer market points of view, like Elaine from advertising referenced that the
balance or middle priced section of the market was the main fragment which was anticipated for
twofold digit developments and the clients for these items were shopping at enormous amounts
(Nagle& Müller, 2017).
Since the inward and outside investigation for Lakeland Wonders has affirmed that there
is a requirement for change and as Cheryl immovably trusts that change is required from the
current practices to counter these improvements (Charles Jr, Schmidheiny & Watts, 2017).

LAKELAND WONDERS CASE 5
3.0 Different kinds of changes pursued by Cheryl Hailstrom
Cheryl is seeking after a reconstructive type of progress, which does not by any means
change the fundamental activities of Lakeland Wonders yet presents more up to date
introductions which require new techniques and other than that several modifications to her
essential operations (Mascarenhas, 2014). Cheryl intended to enter another market portion of
center estimated toys, re-appropriate the creation for this section to seaward nations, change from
Lakeland Wonders existing creator to grant winning Sampsen Design, some solidification with
her core part suppliers, and most important of all, she needs this done promptly.
4.0 Performing organizational change by Cheryl Hailstrom
Cheryl has proceeded with at the same time change program instead of a little well
ordered steady methodology. The recommended change was to be implemented with a
turnaround system which underscores the speed of progress and quick cost decrease and
additionally income age with the seven key steps (Santana, Valle & Galan, 2017):
 Emergency adjustment
 The executive changes
 Picking up partner bolster
 Clearing up the objective market(s)
 Re-centering
 Monetary rebuilding
 Prioritization of basic enhancement regions.
5.0 Lakeland Wonders’ Code of Change
According to the research it has been identified that Cheryl is practicing Theory E for
Lakeland Wonders and which resulted in hampering the long-standing culture of the organization
thereby bringing fear on the employees who were working from past generations. The employees
also felt uneasy about the rapid changes that have been done by Cheryl as a CEO of Lakeland
Wonders. Different researchers have elaborated the fact that the leader belonging to Theory E
change considers the shareholder values to be the final and foremost law for boosting growths
and achieving targets for the organization. A hypothesis E approach could turn out to be grievous

LAKELAND WONDERS CASE 6
on the off chance that it begins testing entrenched societies of any associations (De Chesnay,
2015). What's more, more essentially, hypothesis E in a general sense overlooks one imperative
partner: the workers. One of the clarifications with respect to why Cheryl faces solidness from
her representatives is on the grounds that she hadn't taken them all in certainty about the
proposed changes and it shows up she will in general direct terms dependent on what she feels
are financially best for the organization.
6.0 Critical evaluation of the overall case
Depending upon the previous analysis there is going to be a critical evaluation related to
the present situation of Lakeland Wonders. Cheryl was correct in recommending that change is
expected to adapt to the improvements in the market; in any case, she has embraced the wrong
methodology. By receiving a hypothesis E approach of augmenting investor esteem and
embracing a somewhat dictatorial administration style, she has gone into the wrong agree with
her key administration workforce. As a matter of first importance, all things considered, she is
seen as an 'untouchable'; that is, another worker who just got in 6months back from another
association is currently coming and endeavoring to manage terms to individuals who have
worked for quite a long time in the association (Klaus, 2017). This may likewise be the situation
that despite the fact that Cheryl is doing her activity pushing for changes, she may do it too
rapidly for the preferring of others.
7.0 Possible recommendation for the success of the organization
After the analysis, it can be seen that the situation became quite clear and now there is
going to be a discussion about the recommendations with the help of which Cheryl will get the
opportunity to gather support regarding the change plans. These recommendations are going to
help Lakeland Wonders in moving on the path towards success. Applying the Lewin's power
field examination, it is conceivable to distinguish what are the powers pushing the requirement
for change and what are the powers opposing it. Lewin's power field examination is an incredible
asset to say something the upsides and downsides of progress designs. It includes saying
something every one of the powers in the help of a specific change plan and each one of those
against it. Appraisals are then given to every one of the recorded powers with 1 = feeble to a size

LAKELAND WONDERS CASE 7
of greatest 5 = solid. It has been discovered that the relationship of Cheryl, especially with Mark,
is by all accounts very off the check and obviously she has issues with other individuals as well.
The recommendation for Cheryl here is to change her administration style and be more
responsive to criticism from her co-the executives’ associates. She needs to enhance
correspondence and set up two-way criticism frameworks all together for the representatives to
comprehend her method of reasoning for pushing changes and to make them all the more eager
to help the change moves (Rausch, 2015). Cheryl needs to pursue the way toward getting
required into more two-route correspondence with her workers to diminish the powers of their
restriction and opposition. She needs to take criticism from others about missteps she is probably
going to make in overseeing Lakeland Wonders and she likewise needs to share data about her
thought processes and plans to other people so that there is more typical comprehend and
amicability among all partners.
8.0 Conclusion
After the analysis of the overall report, it can be concluded that the requirement for
change could be founded on either inward reason inside the firm or outside changes in the
market. In the research, it has been found that the inward and outside investigation for Lakeland
Wonders has affirmed that there is a requirement for change and as Cheryl immovably trusts that
change is required from the current practices to counter these improvements. The
recommendation for Cheryl here is to change her administration style and be more responsive to
criticism from her co-the executives’ associates.

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9.0 References
Charles Jr, O. H., Schmidheiny, S., & Watts, P. (2017). Walking the talk: The business case for
sustainable development. Routledge.
De Chesnay, M. (Ed.). (2015). Caring for the Vulnerable. Jones & Bartlett Publishers.
Klaus, B. D. (2017). A Light to the Nations: Explorations in Ecumenism, Missions, and
Pentecostalism. Wipf and Stock Publishers.
Mascarenhas, G. A. (2014). Understanding Organisational Development and Change
Management Plan in the public sector. A case study within a Brazilian semi-state
organization.
Means, G. (2017). The modern corporation and private property. Routledge.
Nagle, T. T., & Müller, G. (2017). The strategy and tactics of pricing: A guide to growing more
profitably. Routledge.
Rausch, T. P. (2015). Toward a Common Vision of the Church: Will It Fly?. Journal of
Ecumenical Studies, 50(2), 265-285.
Santana, M., Valle, R., & Galan, J. L. (2017). Turnaround strategies for companies in crisis:
Watch out the causes of decline before firing people. BRQ Business Research
Quarterly, 20(3), 206-211.