Alpha Mills
TABLE OF CONTENTS
EXECUTIVE SUMMARY …………………………………………………………. 3
1. INTRODUCTION …………………………………………………………… 4
2. ANALYSIS OF MACRO PROBLEMS ……………………………………... 4
3. ANALYSIS OF MICRO PROBLEMS ………………………………………. 6
4. AREAS FOR CONSIDERATION…………………………………………… 6
LEADERSHIP… ………………………………………………………………………… 6
COMMUNICATION……………………………………………………………………. 7
CULTURE…..………………………….……………………………………………….. 7
PERFORMANCE APPRAISAL ………………………………………………………. 8
CHANGE ……………….……………………………………………………………….. 8
RESTRUCTURING ………………………..…………………………………………… 8
5. RECOMMENDATIONS/OUTCOMES…….………………………………….. 9
6. REFERENCES………………………………………………………………….. 11
EXECUTIVE SUMMARY
Upon review of Alpha Mills it was identified that the appointment of new leadership failed to address key issues prior to implementing multi-dimensional change (structural, technological, and culture) including:
Communication: Prior to any change it is imperative to effectively communicate with employees. A manager needs to establish relationships; gaining trust, respect and confidence. Communication is also the means to creating an innovative and stable environment.
Culture: The embedded organisational and national culture needs to be considered when developing plans for change. The culture of Alpha Mills will require nurturing and support during change; it will also need extensive time education and reinforcement whilst transitioning into self-directed teams.
I am confident that with adequate planning, education and support the organisation can once again become a profitable one.
HIGH NOON AT ALPHA MILLS
CONSULTANT’S REPORT
1. Introduction.
The purpose of this report is identify key issues causing the failure of introducing new leadership to Alpha Mills, providing an analysis and recommendations on how the directors/manager could have prevented these problems.
Alpha Mills faces many challenges with the drop in palm oil prices; costing the organisation to post losses regularly.
EXECUTIVE SUMMARY …………………………………………………………. 3
1. INTRODUCTION …………………………………………………………… 4
2. ANALYSIS OF MACRO PROBLEMS ……………………………………... 4
3. ANALYSIS OF MICRO PROBLEMS ………………………………………. 6
4. AREAS FOR CONSIDERATION…………………………………………… 6
LEADERSHIP… ………………………………………………………………………… 6
COMMUNICATION……………………………………………………………………. 7
CULTURE…..………………………….……………………………………………….. 7
PERFORMANCE APPRAISAL ………………………………………………………. 8
CHANGE ……………….……………………………………………………………….. 8
RESTRUCTURING ………………………..…………………………………………… 8
5. RECOMMENDATIONS/OUTCOMES…….………………………………….. 9
6. REFERENCES………………………………………………………………….. 11
EXECUTIVE SUMMARY
Upon review of Alpha Mills it was identified that the appointment of new leadership failed to address key issues prior to implementing multi-dimensional change (structural, technological, and culture) including:
Communication: Prior to any change it is imperative to effectively communicate with employees. A manager needs to establish relationships; gaining trust, respect and confidence. Communication is also the means to creating an innovative and stable environment.
Culture: The embedded organisational and national culture needs to be considered when developing plans for change. The culture of Alpha Mills will require nurturing and support during change; it will also need extensive time education and reinforcement whilst transitioning into self-directed teams.
I am confident that with adequate planning, education and support the organisation can once again become a profitable one.
HIGH NOON AT ALPHA MILLS
CONSULTANT’S REPORT
1. Introduction.
The purpose of this report is identify key issues causing the failure of introducing new leadership to Alpha Mills, providing an analysis and recommendations on how the directors/manager could have prevented these problems.
Alpha Mills faces many challenges with the drop in palm oil prices; costing the organisation to post losses regularly.
References: Cole, K. (2001) Supervision the Theory and Practice of First-line Management, 2nd Ed, Pearson Education Australia. pg 626. Robbins, S.P., Judge, T.A., Millet, B. and Waters-Marsh, T. (2008) Organisational Behaviour, 5th Ed, Pearson Education Australia. pg 650-656. Tovey, M.D., (2001) Managing Performance Improvement, Pearson Education Australia. Bartol, K., Tein, M., Matthews, G. and Martin, D. (2003) Management a Pacific Rim Focus, Enhanced Ed, McGraw-Hill Australia Pty Limited. pg 134, 280. Barney, J. and Griffin, R.W., The Management of Organizations, Strategy, Structure, Behaviour, Houghton Mifflin Company USA. pg 656. Thompson, A. and Strickland, A. (2001) Crafting and Executing Strategy Text and Readings, 12th Ed, McGraw-Hill Irwin, New York. Pg 418-419 Vecchio, R., Hearn, G. and Southey, G. (1992) Organisational Behaviour, Life at Work in Australia, Harcourt Brace & Company, Australia. pg 599-605