Developing a Plan for Action
Course Project: Developing A Plan Of Action
Introduction: Sections 1- 8
Cheryl Duarte
Walden University Online
Dr. William Laing
MGMT 6140: Initiating and Managing Change
February 27, 2013
Introduction Arthur Cox & Sons, Inc. is a company that I was previously employed at as the manager of the Accounting Department. The company was a wardrobe and closet door manufacturing facility and employed a relatively small amount of people to handle both its administrative and manufacturing sectors. Although it had been around for over 30 years and had established a steady and loyal customer base, its operations and administrative procedures were being performed by out-of-date methods. The owner was well into his senior years and did not feel it was necessary to make any changes or to “modernize the day-to-day operations” because the company was financially stable and still using the same procedures since it first opened. After many “hints” and “suggestions” to the owner about how certain changes to the day-to-day operations could benefit the company, he refused to consider any of the suggestions or ideas and remained complacent and satisfied with the out-of-date procedures and system operations. The concerns for this company are that, without the use and implementation of new technology and software programs, it will not be able to stand up against the competition and will have no choice but to shut down. The company’s once loyal customer base will eventually move on to another company that has up-to-date technology and can provide better and faster service. If this company does not change and update its current procedures and operations, and let technology be its life raft, than this company will no longer exist and many good employees will be out of work, as well.
Section 1: Establishing a Sense of Urgency In today’s fast paced and global business environment, organizations are having to learn and adapt at an
Introduction: Sections 1- 8
Cheryl Duarte
Walden University Online
Dr. William Laing
MGMT 6140: Initiating and Managing Change
February 27, 2013
Introduction Arthur Cox & Sons, Inc. is a company that I was previously employed at as the manager of the Accounting Department. The company was a wardrobe and closet door manufacturing facility and employed a relatively small amount of people to handle both its administrative and manufacturing sectors. Although it had been around for over 30 years and had established a steady and loyal customer base, its operations and administrative procedures were being performed by out-of-date methods. The owner was well into his senior years and did not feel it was necessary to make any changes or to “modernize the day-to-day operations” because the company was financially stable and still using the same procedures since it first opened. After many “hints” and “suggestions” to the owner about how certain changes to the day-to-day operations could benefit the company, he refused to consider any of the suggestions or ideas and remained complacent and satisfied with the out-of-date procedures and system operations. The concerns for this company are that, without the use and implementation of new technology and software programs, it will not be able to stand up against the competition and will have no choice but to shut down. The company’s once loyal customer base will eventually move on to another company that has up-to-date technology and can provide better and faster service. If this company does not change and update its current procedures and operations, and let technology be its life raft, than this company will no longer exist and many good employees will be out of work, as well.
Section 1: Establishing a Sense of Urgency In today’s fast paced and global business environment, organizations are having to learn and adapt at an
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