Management and University Simmons Case Essay Example for Free

Management and University Simmons Case Essay In time of economic crisis, companies are looking for innovative methods to improve production and to meet the needs of a diverse workforce in order to improve or maintain the organization’s profit margin in a stress global economy. Indeed, companies are extremely concerned about their future, as well as, preventing closure of their establishment. SimmonsCompany is no exception. However, how does a major company make those changes when tradition is the foundation of their organization and the economic status of their company is in jeopardize of folding, if the right decision is not made? The need to allocation funds for the training and development of its and employees when major debts are owed to the company; thus, threatening bankruptcy is a problem facing Simmons Company. Accordingly, there is certainly a need to change the culture and structure of the organization, if it wants to survive a depressed economy, while other organizations are advancing. In so doing, the company is considering the Great Game of Life (GGOL) whose underlying purpose is to change the dynamics of an organization in order to achieve maximum satisfaction for both the customers and employees. If customers and employees are satisfied, they are loyal, cooperative and creative, thus creating a culture conducive to the workforce. In order to establish such an environment, it is necessary to empower its workers by changing the attitude of each individual employed by Simpson Company. The program will be used to improve morality and empower the lower level of the company in performing their respective jobs in order to improve the outcome of the company. Changes are often difficult to make and, are usually resisted from the top because control of the company is centralized. The result is a poor culture and dictatorial practices. Immediate changes are normally discouraged by those in control, but gradual changes are encouraged, if done overtime or gradually phased into the daily operation of the company. Management must recognize that if changes are not made, their position might be null and void for not doing so. The question is whether changing the culture of the organization is in its best interest? Indeed, some changes must be made considering the state of fair of the company. There are several outstanding debts owed to SimmonsCompany and the debtors are threatening bankruptcy. Additionally, a major supplier has caused havoc for the production department. The need to change the culture and the way it operates is more apparent than ever before. To stay the same, means eventual failure for the company. GGOL is a great opportunity to enhance or change its culture and improve its staff’s level of expectation through effective management in order to meet the needs of today’s demanding economy. As previously mentioned, the company is already experiencing a decline in its profits margin because of its accounts receivables from customers and their major supplier has an item in the form, emitting afoul odor, causing the company to compromise production schedules and posed a serious threat to its profit margin. It would certainly influence my decision to implement GGOL at Simmons. The video was both inspirational and informative. Since diversity is a major concern for most global companies, this is not the case with Simmons. That is, it was prevalent at Simmons, as well as, their enthusiasm in working with each other at the company and for the company. Their positive attitude resonated throughout the video. It is evident from the video that they work collectively and are eager to assist others in different department, when asked to do so. Coming to work seems second nature for them. They are able to share with the upper management areas of concerns and questions, and as such, not prohibited from doing so, which was not the case in the past. In short, they are empowered to take on task without being micro-managed. Now, it is a shared vision by the top, middle, and lower levels of the company with one mission in mind to do what is in the best interest of company. The company should use the top-down and bottom-up design in implementing the GGOL program. However, the company should employ a professional evaluation team to determine which plant should be the catalyst to receive the program. After selecting the plant, the program should start at the top level of the plant because they are responsible for the day-to-day operation of the plant and if they buy into the program other levels are more willing to accept it. The top-level can assist in delivering the GGOL program to the other employees. The next level should be the middle level because they are responsible for inspiring the workers to work collectively towards a common goal, i.e., what is in the best interest of the plant. Needless to say, these individual are very reluctant to change, but must be done gradual due to their commitment to the company, embedded old core values, and long history with the company. When the worker realizes that the change is positive, their outlook improves and this attitude has a snowball effect. That is, one worker at a time starts to embrace middle management’s vision for the company. Now, the workers are willing to trust middle manager because they are open for suggestions and are encouraging empowerment of workers, unlike the past, when the decision from the top was purely totalitarianism with no questions asked or else be fired. Finally, the workers should be the last to receive the program. The middle-level can introduce the program. In so doing, it encourages team work, which will ultimately change the culture of the plant. Changes are needed and welcomed, if it benefits both the employer and employees. If this company continues to operate in a vacuum, the destiny of the company is almost sudden death with uncollectible debts arising and plant processing being restricted because of the foul odor. Emotions were running high, each level of the organization realizing the potential of closure of the company, if it did not change the culture of the organization. The old way of handling concerns and questions is pseudo at best. The company would continue to experience apathy at the workplace. Thus, the $7 million dollar investment for the training and development of personnel is an extremely prudent investment for the company. References Kotter, J. P. (1994). Leading Changes. Boston, MA: Harvard Business School Press. Leading Change at Simmons (A)http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php Leading Change at Simmons (B)http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-b_1e.php