Sunflower Incorporated

Sunflower Incorporated

Sunflower Incorporated

Introduction

At Sunflower Incorporated there are so many competitive and quality problems, which are in need of being monitored. There is a need of evaluation of the company branches which will make it possible to indicate that some companies out of the 22 are making good profits on the other hand some are not in a very feasible state. There is a need of standardization which is identified in the organization. Albanese, who was hired to solve this situation, proposed implementation of standardized pricing and purchasing decision across all regions. Though Albanese's proposal was great, it was unable to achieve the desired outcome. This is because the proposal involved major changes to the organization purchasing and pricing processes and Albanese did not use the right strategies for managing the change process.

Identified Issues at Sunflower Incorporated

Following are some of the identified issue at Sunflower Incorporated which might be categorize as the hurdles in the current operations;

Habituated to existing process/inertia

Fear for loss of power

Poor authority to Albanese

Fear for loss of profit

Fear of bureaucracy

Misunderstanding of the implications and unclear purpose of the change

Disruption of cultural reality of the organization

Management of the Change

Change is foreseeable; this is mostly the case when an organization is expected to make improvements on the widespread situation. However, change involves moving from known to unknown and if not well managed the change process may result in failure and experience resistance (McLean, 2005). Organizational development is one of the approaches that are popularly used to manage changes within organizations. The concept of Organizational development suggests that change should begin by analyzing the system and diagnosing problems (Cumming & Worley, 2005; Andriopoulos and Dawson, 2009). Albanese was successful in diagnosing the problem. She identified that Sunflower Incorporated's problems arose from lack of standards for guiding the organization's pricing and purchasing decisions (Chopra and Sodhi, 2012). Consequently, some regions struggled to remain competitive while others made huge profit as result of offering substandard goods.

The next step in managing change, according to Organizational development concept, is developing interventions. These are specific strategies that are meant to address the problems identified in the assessment and diagnosis stage. Albanese was relatively successful in developing interventions. Albanese recognized that in order to enhance the company competitiveness and protect the company's image, it is important to introduce standards for guiding the pricing and purchasing decisions across the organization. Though Albanese was able to identify ...