ORGANIZATIONAL CHANGE

 BAYER’S CASE:

A Major Changes in One Plant

                Bayer’s management decided to have a change in the workplace environment by empowering every individual. They realize that they need to modernize or make more efficient there operations for them to have a more secure future in Bayer’s Corporation. They formed Consumer Care Division in which they want it to be recognized as the most effective site in the Northern American’s region, in terms of safety, customer service, value-added manufacturing and cost effectiveness. But to be able to do this, they are bound to change the workplace of each and every employee.

                The HR manager, the 93 randomly selected employees together with the help of Sibson and Company staff, they conducted a group meeting to get a clear indication of what was going on the plant. They have exchanged ideas and opinions. Then in the subsequent meetings, the HR manager and rest of the unselected employees gathered altogether to analyze and comment on the findings based on the first group meeting. Then the HR team and the manager addressed workers at an all-employee meeting, about the first initiative – to develop a site strategy and goals. By doing this, they realize that communication is very essential in getting and receiving information about on-site performance, department projects and so on. They called it Myerstown Information Exchange, in which this electronic newsletter is sent monthly to members of the site management team, who in turn discuss the information with those who report to them.

                With this, not everyone was enthusiastic and comprehends about the change process. There was pessimism when there are group meetings. Employee resistance to change is a behavioral response to actual, perceived or imagined threats brought about by work change. One of the employees says: “It would be nice if we’re really sincere in this, but we’ve all been this before. I think this is going to be another flavor of the month…”

                So managers need to learn the various manifestations why their employees resist change. They should examine thoroughly if it is because of parochial self-interest? Or is it misunderstanding and lack of trust? Is it because of different assessments or low tolerance for change? After knowing this and learning from past failures, they can come up with a summary on what is needed to be done in the future. Harmoniously, they can work together to make it happen because they would all be on common ground.

                Apparently, no matter how smooth or efficient a proposal change may be, there will be some form of resistance. It is inevitable just like change itself. But managers can somehow reduce or limit resistance by understanding the resister. And by slowing down and educating the people. Give information that will allow them to recognize the problem that managers identified. Consider and evaluate the individual and context reasons behind any resistance is based on personal issues, solutions take more time, because you have to build more trust and credibility and do not forget to give your organization some time to accept and fully understand the concept of change.

                Managing change can best be undertaken & accomplished by applying specific processes and interventions.

Submitted by:

Bayutas, Tracie Anne Janine G.

BSBA-MNGT 4C