Essays on Change Process at Dryburgh Footwear Company Case Study

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The paper "Change Process at Dryburgh Footwear Company" is a perfect example of a marketing case study.   Industrial relations play a significant role in terms of determining the performance of an organization in Australia. This is because of the conflicts that are usually common in organizations due to several reasons. Change within an organization is always common and is aimed at fulfilling the goals and objectives of a company. Change may receive a positive or negative response from the employees depending on their preparedness and the effects that it has on them (Jones, 2010).

Practices of the employees may force an organization to enforce changes. This is common when the organization is impacted negatively by the practices of the employees. Employee turnover and absenteeism are one of the issues that may create a negative impact on the performance of an organization. This is due to the loss of productive time as certain tasks cannot be performed. Organizations therefore usually put in place measures to combat such practices and hence leading to organizational change. The paper is, therefore, a proposal for the change process at Dryburgh Footwear Company. Section 1 Description of the Organization Dryburgh Footwear Company is a middle seized business with about 500 employees.

The company specializes in the manufacture of fashion and casual shoes. Working closely with the retailers is a priority of the company and the main aim is to meet the demands of the customers. Initially, the company targeted the lower end market and its manufacturing slogan was the fashion on a shoestring. This was based on the low pricing of some of the products of the company. The manufacturing method that was utilized by the company involved the Taylorized method of production.

The vision of the company was to ensure that it meets the demands of the low-end customers in the market. The company has been doing well as it has had little industrial disruptions. However, the company has been facing an employee turnover rate of 100 percent and about 5% of absenteeism. This has been costly as it leads to the financial burden of about $ 1.5 million per annum (Deery, 1995). On the other hand, the morale of the employees is usually low due to the production method and the products of the company.

However, the comp0any saw an improvement when the just in time production method was introduced in a section of the company. The manger is confident that the method will be useful in terms of lowering the employee turnover rate and absenteeism. The type of employees who are hired by the company has also been blamed for the problems facing the company. However, the company is optimistic that the company will improve in future. Section 2 Approach to the Change The approach to change will mainly be aimed at ensuring that the change management process will be successful.

As a consultant, the first step will involve understanding the organization itself and the change. The importance of the change will also be analyzed for the purposes of determining whether it is useful or not. The impacts of the change will also be analyzed to determine its positive and negative effects that it may have on the company. The impacts of the change on the employees will also be analyzed. This is considering that the change is for the purposes of dealing with the high rate of employee turnover and absenteeism.

The change will thus be analyzed in order to determine its ability to create job satisfaction and in turn reduce the high employee turnover rates and absenteeism. Resistance to change is inevitable and it may take place due to various reasons. The amount of resistance expected will thus be analyzed for the purposes of advising the management. It is also important to note that the change management process requires a lot of commitment from the employees and the management (Cameron, 2012).

References

Jones, G. R. (2010). Organizational theory, design, and change. Upper Saddle River, New Jersey: Prentice Hall.

Cameron, E. (2012). Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change. Buy now from Kogan Page.

DiFonzo, N. (2013). 10 Rumors during organizational change: a motivational analysis. The Psychology of Organizational Change: Viewing Change from the Employee's Perspective, 232.

Espeland, W. N. (2009). The discipline of rankings: Tight coupling and organizational change. American Sociological Review, 74(1), 63-82.

Ganesh, S. (2010). Organizational communication in an age of globalization: Issues, reflections, practices. Waveland Press.

Weiner, B. J. (2009). A theory of organizational readiness for change. Implement Sci, 4(1), 67.

Sargent, L. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), 22-41.

Prochaska, J. (2013). Towards an Integration of Stage Theories of Planned Organizational Change. The Wiley-Blackwell Handbook of the Psychology of Leadership, Change, and Organizational Development, 347-356.

Deery, S.J. 1995, 'Absenteeism and employee turnover: Dryburgh Footware Company', in Organisational change strategies: Case studies of human resource and industrial relations issues, eds M. Patrickson, V. Bamber, & G.J. Bamber, Longman, Melbourne, Chapter 21, pp. 240-250.

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