Richard Murphy is appointed as the new marketing director of Biscuit & Co., a well-established family business. He faces challenges in implementing organizational changes, as the company has a strong culture of resistance to change, formality, and long-term employee loyalty. Murphy wants to transform the culture to be more innovative and focused externally on customers, but key leaders support maintaining the status quo. Managing this cultural change will require lowering employees' learning anxiety about the changes while increasing their sense of urgency to change.
Richard Murphy is appointed as the new marketing director of Biscuit & Co., a well-established family business. He faces challenges in implementing organizational changes, as the company has a strong culture of resistance to change, formality, and long-term employee loyalty. Murphy wants to transform the culture to be more innovative and focused externally on customers, but key leaders support maintaining the status quo. Managing this cultural change will require lowering employees' learning anxiety about the changes while increasing their sense of urgency to change.
Richard Murphy is appointed as the new marketing director of Biscuit & Co., a well-established family business. He faces challenges in implementing organizational changes, as the company has a strong culture of resistance to change, formality, and long-term employee loyalty. Murphy wants to transform the culture to be more innovative and focused externally on customers, but key leaders support maintaining the status quo. Managing this cultural change will require lowering employees' learning anxiety about the changes while increasing their sense of urgency to change.
Basing on the case study, Richard Murphy is appointed as marketing director in Biscuit & Co. company. The company is well established and founder of Eastern Gareth. The company background is inheritance of tradition family business and operation-oriented business model. The organization culture of Biscuit & Co. . The challenges of Richard Murphy is facing dilemma between the organization members are his proposal for changes to launching new product development to compete with giant players in the market. The dilemma occurs the structural Planned organization changesDilemma - Organization culture o Organization structure o Power structure CEO John Southgate , Andrew Eastern, MD, son of Eastern Ga o Strong culture people do thing becauase of high loyalty employee, even they have idea but rarely challenging the organization thinking. - Organizations uncertainty of avoidance is high, resistance to change, formalized system, - Loyalty and long term service According to Kim Cameron and Robert Quinn (1999) conducted research on organizational effectiveness and success. Competing values produce polarities like flexibility vs. stability and internal vs. external focus. These two polarities were found to be most important in defining organizational development. As changes agent, Richard Murphy has to aware of this cultural factors. The Biscuit & Co. has Clan culture (internal focus and flexible) - A friendly workplace where leaders act like father figures. This is can be seen the relation between Andrew Eastern and Peter Smith, operational director are best friend. They are long-standing employees including Finance and Operation; the conflict of interest emerged between Andrew Eastern and Muphy. The consequence effected to Murphys development process that he could not execute his plan without support by key leaders in Biscuit & Co.
From what we can see the challenge of Murphy is transformed the
organization culture to his preferred way that would be the Adhocracy culture (external focus and flexible), a dynamic workplace with leaders that stimulate innovation. The external focus on marketing & sale strategy is Murphys change plans with internal hybrid mode of flexibility of production capability and readiness to support the Sale and market according to market assessment to develop the product that suits to what market demand. -
Challenges
-NPD- healthy product
-Customer survey- client feedback -promotion and marketing campaign -influencing stakeholders
Diagnosis the cultural change with the organization is essentially
required where the new organization strategies take part to transformation on certain particular drastically changing the current situation to expected situation. Significantly, the One of diagnosis theory could be applied by using Force field analysis Organizational Strategies A common OD approach used to help organizations negotiate change, i.e. action research, consists of four steps. 1.Diagnosis Helps organization identify problems that may interfere with its effectiveness and assess the underlying causes Usually done by OD enlisting the help of an outside specialist to help identify problems by examining its mission, goals, policies, structures and technologies; climate and culture; environmental factors; desired outcomes and readiness to take action. Usually done through key informant interviews or formal surveys of all members. 2.Action planning Strategic interventions for addressing diagnosed problems are developed. The organization is engaged in an action planning process to assess the feasibility of implementing different change strategies that lead to action.
3.Intervention Change steps are specified and sequenced, progress
monitored, and stakeholder commitment is cultivated. 4.Evaluation Assess the planned change efforts by tracking the organization's progress in implementing the change and by documenting its impact on the organization
Managing Culture Change
Edgar Schein proposes a conceptual model for culture change (chapter 17). The most important takeaway is this : change creates learning anxiety (leaving what we know to something we dont). This learning anxiety can be fueled by any of the following (valid) reasons : fear of loss of power/position, fear of temporary incompetence, fear of subsequent punishment, fear of loss of personal identity and fear of loss of group membership. The higher the learning anxiety, the stronger the resistance and the defensiveness.
Change agents must draw on Survival Anxiety (what will happen if we
dont do anything) to unfreeze the situation and make sure that Survival Anxiety is greater than Learning Anxiety. This is similar to the Burning Platform of Darryl Conner or the Sense of Urgency of John Kotter. In order to achieve this, it is strongly recommended to lower Learning Anxiety in a view to create psychological safety, doing the following : communicating a compelling vision, formal training, involvement of the learner, informal training of groups, practice fields coaches and feedback, positive role model, support groups in which learning problems are discussed and consistent systems and structures with the new way of thinking and working. The only way to overcome resistance is to reduce the learning anxiety by making the learner feel psychologically safe.