Detailed Change Management Report: Lakeland Wonders Case Study

This report analyzes the application of change management principles within the context of Lakeland Wonders, a manufacturing organization. It begins by outlining ethical change management principles, focusing on initiation and inquiry, and their significance in the modern business environment. The report then delves into a case study where the CEO, Cheryl Hailstrom, identifies the need for change due to market challenges. The analysis highlights the resistance to change from the Senior Vice President, Mark Dawson, who raises concerns about costing, infrastructure, and employee impact. The report details Hailstrom's responses, including offshore manufacturing and outsourcing, to address Dawson's concerns. Finally, the report provides recommendations for the CEO, including consulting with employees, identifying quality suppliers, and incorporating a sense of urgency using Kotter's framework to facilitate the change process. The report concludes by emphasizing the importance of effective communication and addressing employee concerns to ensure successful organizational change.

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

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To: Director of the Lakeland Wonders
From: Name of the Student
Date: 7th February 2019
Subject: Management of Organizational Change
___________________________________________________________________________
Dear Sir
I would like to pray for your consideration for the elaboration of the various aspects
of the change in the case of Lakeland Wonders.
Principles of Ethical Change Management:
The dynamics of the manufacturing industry is observed to be significant in the
modern day business context. Earlier, the organizations were observed to stick to their
process of manufacturing for a longer period of time, whereas the changing preferences of the
modern day customers are forcing the organizations to restructure their strategies time to time
in order to make sure that their designs and the processes are relevant to the market demands
(Alvesson & Sveningsson 2015). Under such situations, the new entries of many of the
organizations are observed to be instrumental in increasing the level of difficulty for the
existing organizations and along with that, it affects the growth of the existing organizations
as well.
Under such situation, the implementation of the organizational change becomes the
only viable option for the organizations (Cullen et al., 2014). Hence the effective
management of the change is of great significance for the modern day organizations. In order
to manage the change in ethical manner, two of the principles that are seen to have notable
amount of significance to the organizations, are observed to be the initiation and the inquiry
(Sharif & Scandura, 2014).
The preparation of the organizations in managing the change is seen to be notably
crucial. It is observed that the organizations which are able to portray their excellence in
preparation for the undertaking of the change, are able to achieve the maximum success
(Yousef, 2017). During the initiation, the communication of the need of the change to the

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change agents is seen to be of great significance as the effective communication regarding the
change is seen to increase the effectiveness of the operations of the change agents
(Heckmann, Steger & Dowling, 2016). Along with that, the efficient communication
regarding the need of the change enables the change agents to know about their operations
inside the organization so that they can align their activities in accordance to the requirements
of the change. Along with that, the insightful communication regarding the objectives of the
organization in undertaking the implementation of the change is seen to be significant in
eliminating the detrimental impact of the conflicts in the operations of the change agents.
The other important principle is the inquiry. The management of the organizational
change is filled with difficulties that are faced by the change agents. The effective
management of the change will only be possible with the identification of the difficulties or
the barriers that are faced by the change agents and along with that, the production of the
solution to the resistances faced by the changed agents is seen to be influential in the
increment of the effectiveness of the change (Suddaby & Foster, 2017). In addition to that,
the principle serves the needs of the training and developmental activities of the employees as
well.
Resistances:
The CEO of the organization Cheryl Hailstrom undertook an evaluation of the
organization where she found that the organization is unable to achieve the desired growth
due to the unavailability of the products of it in the local and national markets (Georgalis et
al., 2015). Under such situation, the CEO of the organization was seen to recommend for the
achievement of the highly profitable Bull’s Eye deal and she tried to convince the senior vice
president of the operations of the organization regarding the preparation of the organization
to achieve the deal (Hornstein, 2015). However, the senior vice president of the operations,
Mark Dawson was seen to be notably concern regarding the policy that the organization was
in need to undertake to achieve the appropriate costing of the products in accordance to the
deal (Matos Marques Simoes & Esposito, 2014). Along with that, the senior vice president of
the operations of the organization was seen to be confused with the availability of the
required infrastructure in the new destinations selected for the plan (Kossek et al., 2014).
Apart from this, Mark Dawson’s one of the prime concern was seen to be based on the
employees of the organization. He was observed to be hesitant in taking the decision
regarding the deal as he was confused with the impact that the change would have on the

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employees and the union of the employees on the verge of the contract expiry with the
organization (Cameron & Green, 2015).
Responses by Cheryl Hailstrom:
The CEO of the organization was observed to effectively meet all the concerns of
Mark as she chose the concept of the offshore manufacturing from the mid-market to adjust
the costing of the products (Palmer, Dunford & Akin, 2016). Along with that, she opted for
the outsourcing of the required infrastructure in order to make sure that the time and the
immense costing required for the construction of the infrastructure gets saved (Lewis, 2019).
Ultimately the CEO of the organization was able to clarify that the proposed plan of change
only triggers the expansion of the workforce rather than reducing it (Lewis, 2019). Hence
none of the employees are required to feel the impact of the job insecurity (Anderson, 2016).
Recommendations:
The CEO of the organization was in need to address the concern of the employees
through conducting consulting sessions with the employees of the different departments to
convince them regarding the continuation of the operations of the existing workforce. Along
with this, the absence of the constructiveness of the proposal of the CEO was in need to be
solved by the effective identification of the quality suppliers for the required infrastructure in
the mid-market manufacturing. In addition this, the CEO was in need to incorporate some
amount of sense of urgency in Mark Dawson with a precise focus on the framework of the
Kotter dedicated for the management of the change. This was much needed to trigger the
change as soon as possible.
I hope this help you and i am ready to assist you with further elaboration on this as
well.

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References:
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change
work in progress. Routledge.
Anderson, D. L. (2016). Organization development: The process of leading organizational
change. Sage Publications.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability
and perceptions of change-related uncertainty: Implications for perceived
organizational support, job satisfaction, and performance. Journal of Business and
Psychology, 29(2), 269-280.
Georgalis, J., Samaratunge, R., Kimberley, N., & Lu, Y. (2015). Change process
characteristics and resistance to organisational change: The role of employee
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Heckmann, N., Steger, T., & Dowling, M. (2016). Organizational capacity for change,
change experience, and change project performance. Journal of Business
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Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Kossek, E. E., Hammer, L. B., Kelly, E. L., & Moen, P. (2014). Designing work, family &
health organizational change initiatives. Organizational dynamics, 43(1), 53.
Lewis, L. (2019). Organizational change: Creating change through strategic communication.
Wiley-Blackwell.
Matos Marques Simoes, P., & Esposito, M. (2014). Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), 324-341.
Palmer, I., Dunford, R., & Akin, G. (2016). Managing organizational change. McGraw-Hill
Education.

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Sharif, M. M., & Scandura, T. A. (2014). Do perceptions of ethical conduct matter during
organizational change? Ethical leadership and employee involvement. Journal of
Business Ethics, 124(2), 185-196.
Suddaby, R., & Foster, W. M. (2017). History and organizational change.
Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward
organizational change: A study in the local government. International Journal of
Public Administration, 40(1), 77-88.