The paper 'The External and Internal Causes and Effects of the Change - Ledge Company " is a good example of a management case study. During the simulation exercise, I worked as a manufacturing manager at Ledge, a digital entertainment company. My responsibility for this job is to manage operation staff and ensure order fulfilment. Informally, I helped assemble with my manufacturing staff when we were meeting the delivery due date and I brainstormed for a new product design before the start of the simulation day 3. Thus, the duties changed informally. Our company went through some main systemic changes and it is as follows: Systemic changes Ledge experienced Planned / unplanned The reason why it is planned/unplanned 1 Stopping the sales and production of the old products Unplanned did not expect we were not managed to produce both new and old products 2 Allocated staff from other departments to the manufacturing department for helping assembly Unplanned Did not expect we were running out of time for meeting the due delivery date 3 Developing new products and entering a new market Planned We were told to implement new product ideas before the simulation day began Figure 1: Three main planned or unplanned systemic changes Ledge experienced Figure 1 listed the main systemic changes we experienced over the simulation days whether it is planned or unplanned with reasons why it is planned or not.
As a manufacturing manager, three of the changes that I mentioned are profound because the operation of the manufacturing department is all impacted by these changes. In this paper, I will pick the change involving developing new products and entering a new market as shown in the table for in-depth analysis. The External and Internal Causes and Effects of the Change External Cause of the Change High Competition in the Existing Market Developing a product is not a systemic change, but we develop a new product targeting a totally different market is a systemic change as the whole company face and work for a totally different idea (Johansen and Heide, 2008).
The ledge is in a highly competitive market, a digital entertainment market and it is saturated. And the competitiveness of our products was getting less due to producing deficient products and overdue of the delivery time. So we did not just try to develop new products in the same market, we tried to target a different market with a new product despite the success of simulation day 2.
Cummings, Thomas, and Worley, Christopher 2005, Organization Development and Change, 8th Edition. Thomson South-Western, Mason, OH.
Kegan, R & Lahey, L 2009, Immunity to change : how to overcome it and unlock potential in yourself and your organization. Boston, Mass: Harvard Business Press.
Lewis, L.K 2006, Employee perspectives on implementation communication as predictors of perceptions of success and resistance. Western Journal of Communication, 70(1), pp. 23-46.
Johansson, C And Heide, M 2008, Speaking of change: three communication approaches in studies of change. Corporate Communications: An International Journal, 13(3), pp. 288-305.
Nah, F and Delgado, S 2006, Critical success factors for enterprise resource planning implementation and upgrade. Journal of Computer Information Systems, pp. 99-113.
Georgiades, S 2015, Employee engagement and organizational change. In Employee engagement in media management (pp. 9-37), Springer International Publishing.
William, K 2010, ‘The essence of engagement: lessons from the field’ in Simon Albrecht (ed) 2010, Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar Publishing.
Dinsmore, P.C and Cooke-Davies, T 2006, The Right Projects, Done Right, San Francisco, Jossey Bass, pp. 144–145.
Harrington, H., James, D and Nelson, D 2013, The Sponsor as the Face of Organizational Change. PMI.
Palmer, I and Dunford, R 2008, Organizational Change and the Importance of Embedded Assumptions, British Journal of Management, Vol. 19, S20–S32.
Taylor, A & Schermerhorn, J 2006, Self-regulation, strategic leadership and paradox in organizational change. Journal of Organizational Change Management, 19, pp. 457–470.
Lines, R 2005, How social accounts and participation during change affect organizational learning. Journal of Workplace Learning, 17(3), pp. 157-177.
Oreg, S 2006, Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), pp. 73-101.
Farr-Wharton, R & Brunetto, Y 2007, Organizational relationship quality and service employee acceptance of change in SMEs: A social exchange perspective. Journal of Management & Organization, 13(2), pp. 114-125.
Zimmermann, N 2011, Dynamics of Drivers of Organisational Change, Springer Publications.