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  • RHL - Case Study

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    Ashish Dubey
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    This document summarizes a case study about implementing cultural change at a marketing company. The company was facing problems with labor relations, financial performance, and employee morale. Departments functioned as independent silos with no teamwork or communication. The company initiated a change effort in 1981 with two goals: increase profitability and create a more people-oriented culture. Changes targeted top management, union leaders, and middle management through workshops, reorganization, and other initiatives. Results included improved information sharing, team spirit, and contact between employees and management. Sales increased 50% and profits doubled, leading to a 16.7% rise in earnings per share.

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    Rhl -Case Study

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    This document summarizes a case study about implementing cultural change at a marketing company. The company was facing problems with labor relations, financial performance, and employee morale. Departments functioned as independent silos with no teamwork or communication. The company initiated a change effort in 1981 with two goals: increase profitability and create a more people-oriented culture. Changes targeted top management, union leaders, and middle management through workshops, reorganization, and other initiatives. Results included improved information sharing, team spirit, and contact between employees and management. Sales increased 50% and profits doubled, leading to a 16.7% rise in earnings per share.

    Copyright:

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    5 views9 pages

    RHL - Case Study

    Uploaded by

    Ashish Dubey
    This document summarizes a case study about implementing cultural change at a marketing company. The company was facing problems with labor relations, financial performance, and employee morale. Departments functioned as independent silos with no teamwork or communication. The company initiated a change effort in 1981 with two goals: increase profitability and create a more people-oriented culture. Changes targeted top management, union leaders, and middle management through workshops, reorganization, and other initiatives. Results included improved information sharing, team spirit, and contact between employees and management. Sales increased 50% and profits doubled, leading to a 16.7% rise in earnings per share.

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    of 9

    A CASE STUDY ON CHANGE IN CULTURE

    IIPM 1

    ABOUT CASE

    A PREDOMINENT MARKETING COMPANY. FACING WITH THE PROBLEMS : 1.- LABOUR MANAGEMENT RELATIONSHIPS. 2.- FINANCIAL PERFORMANCE. 3.- MORALE OF THE EMPLOYEES. LACK OF COHESIVENESS IN TOP MANAGEMENT. DEPARTMENTS ARE FUNCTIONAL EMPIRES. INTER- DEPARTMENTAL RIVALRY. NO TEAM WORK. NO COMMUNICATION BETWEEN THE DEPARTMENTS.
    IIPM

    ABOUT CASE

    NO DELEGATION OF AUTHORITY. MARKETING IS THE MOST IMPORTANT FUNCTION OF THE COMPANY.

    NEED FOR CHANGE --CAME IN THE YEAR 1981, WITH TWO MAIN OBJECTIVES : --1. 2.

    TO INCREASE THE PROFITABILITY OF THE COMPANY. TO CREATE A PEOPLE ORIENTED CULTURE.

    IIPM

    ABOUT CASE
    CHANGE IN CULTURE AIMING THREE KEY AREAS :

    TOP MANAGEMENT. -- WORKSHOPS, -- REORGANIZING.

    UNION LEADERS.

    -- WORKSHOPS & MEETINGS. -- HIRERCHY. -- WAGES BROUGHT AT PAR LEVEL. -- EQUAL PARTICIPATION OF WORKERS. -- A NEW WAGE AGREEMENT.

    IIPM

    ABOUT CASE
    SUPERVISORY STAFF & MIDDLE MANAGEMENT. - MOTIVATION. - CONFLICT RESOLUTION. - TEAM BUILDING. RESULTS : 1. SENIOR MANAGERS OPEN UP TO OTHER PERSONS OPINIONS. 2. LESS TENSIONS BETWEEN THE SENIOR EXECUTIVES . 3. INFORMATION SHARING. 4. TEAM SPIRIT AMONGST THE WORKERS BECAME HIGH. 5. PERSONNEL DEPTT. KEPT IN TOUCH WITH WORKERS. 6. SALES WERE INCREASED BY 50%, PROFITS WERE DOUBLED, EARNING PER SHARE GONE UP BY 16.7%
    IIPM

    Q.1- WHAT CHANGES DO YOU FORSEE ?


    BEHAVIOURAL CHANGE IN TOP MANAGEMENT. WORKERS WILL BE MOTIVATED IN TERMS OF : -- THEIR WORK. -- SALARY. -- PERFORMANCE APPRAISAL. MIDDLE LEVEL MANAGEMENT WILL FEEL AS A MOST IMPORTANT PART OF CHAIN IN BETWEEN TOP MANAGEMENT & WORKERS.

    IF THE ABOVE MENTIONED CHANGES WORKED CORRECTLY THEN THE ORGANIZATION WILL WORK AS A GREAT TEAM WHICH WILL LEAD TO SUCCESS FOR THE ORGANIZATION
    IIPM

    Q2.- WHAT IF PRESIDENT LEAVES ?


    THERE CAN BE TWO SCENARIOS

    THEY CONTINUE TO WORK IN THE SAME CULTURE UNDER NEW PRESIDENT ALSO. OR

    THE NEW PRESIDENT COMES WITH HIS OWN WAY OF CHANGING THE CULTURE. -- REMEMBER JOHN RIGHT & GEG CHAPPEL ?

    IIPM

    Q3.- HOW YOU WILL BRING THE CHANGE ?


    INTER DEPARTMENTAL MEETINGS EVERY MONTH. DIFFERENT CONTESTS FOR EACH & EVERY DEPTT TIME TO TIME. ORGANIZING EVENTS TO REDUCE THEIR STRESS . INDUCTION FOR THE NEW EMPLOYEES. INCENTIVE BASED STRUSTURE TO BOOST THEIR PERFORMANCE. 360 DEGREE FEEDBACK PART OF PERFORMANCE APRRAISAL OF EACH EMPLOYEE.

    IIPM

    THANK YOU
    PREPARED BY : ASHISH DUBEY EXECUTIVE M.B.A BATCH 2011-2012
    IIPM

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