The paper 'Change Management Project - Dryburgh Footwear Company" is a perfect example of a management case study. I am the external change management consultant for the Dryburgh Footwear Company. My role is to formulate, investigate, comment and advise on the various issues affecting the firm in terms of competitiveness and profitability. The company has been experiencing management issues involving human resources, operations and top management that require change management programs to transform the company in the marketplace. As companies in the clothing, footwear and textile industry experience seasonal fluctuations in productivity, sales and human resource, it is critical that organizational change is embraced.
As a change management consultant, I am concerned about systems, processes, people, machines and work environment and how all these facets co-exist in an organization. Specifically, this role will transition the organization, teams and individuals by re-directing modes of operation, budget allocation, business processes and use of resources. Identification of issues and forces Dryburgh’ s personnel officer, Bill Brown, is concerned about some issues that tend to bog the company from achieving its organizational goals and objectives. These are; employee turnover and absenteeism, production methods and processes, management style, and the quality of the human resources. Employee turnover and absenteeism: Dryburgh has one of the highest employee turnover and absenteeism cases in the industry.
While absenteeism was in excess of 4.5 percent monthly, the turnover was going beyond the hundred percent rate. The direct costs associated with these were; low employee morale, re-direction of management time, increased rework and reduced quality and disruption of workflows as well as reduced productivity. The likely reasons for high turnover and absenteeism are; The high number of female workers with children to attend during working hours Work description not commensurate to pay and actual work completed Payment of minimum wage rate Biased or unfair weekly bonus payments Failure by management to recognize them as a valuable resource to the organization Weak worker unions.
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