Continental White Cap
1. What are Browning’s dilemmas at White Cap? Explain
Peter Browning’s dilemmas are the urgency/necessity to change White Cap’s organization’s operations to become more competitive with actual markets and customer’s necessities but there are some organizational culture factors that would need to change in order to make White Cap a more proactive corporation. Some factors in particular are the seniority of some key manager positions (under his supervision) that represent the true identity of White Cap and the importance of their role in earlier years with the company, however their performance in those particular areas had led White Cap to their actual situation, also the company image at corporate levels was particularly ask to be consider (he was asked to keep this subject in mind) while he is developing and executing his changing plans, work force and loyalty of many employees at White Cap.
2. What should his broad change objectives be? What time frame is needed?
Change is a very critical subject specially in a very strong organizational culture as White Cap in which some of those values are very rare to find in many corporations now days but the great necessity for White Cap to step up in the game and to become more competitive with latest technology and in specific with the superseded materials (now the usage of plastics manufacturing). White Cap’s change needs to be as companywide (very broad) in all key departments (manufacturing, research and development, marketing, sales, finance, etc). Changes have a failure rate of approximately 70% and some suggestions for organizational change suggest that the transition should happen in the shortest amount of time possible. White Cap current competitive situation cannot afford long periods of time the damage towards its finance could be beyond fixing capabilities.
3. What should he do specifically in dealing with
a) White and Lawson.- Listen to their directions, expertise and knowledge and obtain all
Peter Browning’s dilemmas are the urgency/necessity to change White Cap’s organization’s operations to become more competitive with actual markets and customer’s necessities but there are some organizational culture factors that would need to change in order to make White Cap a more proactive corporation. Some factors in particular are the seniority of some key manager positions (under his supervision) that represent the true identity of White Cap and the importance of their role in earlier years with the company, however their performance in those particular areas had led White Cap to their actual situation, also the company image at corporate levels was particularly ask to be consider (he was asked to keep this subject in mind) while he is developing and executing his changing plans, work force and loyalty of many employees at White Cap.
2. What should his broad change objectives be? What time frame is needed?
Change is a very critical subject specially in a very strong organizational culture as White Cap in which some of those values are very rare to find in many corporations now days but the great necessity for White Cap to step up in the game and to become more competitive with latest technology and in specific with the superseded materials (now the usage of plastics manufacturing). White Cap’s change needs to be as companywide (very broad) in all key departments (manufacturing, research and development, marketing, sales, finance, etc). Changes have a failure rate of approximately 70% and some suggestions for organizational change suggest that the transition should happen in the shortest amount of time possible. White Cap current competitive situation cannot afford long periods of time the damage towards its finance could be beyond fixing capabilities.
3. What should he do specifically in dealing with
a) White and Lawson.- Listen to their directions, expertise and knowledge and obtain all