Malc
Case Study: Parlexceltron Ltd
Managing and Leading Change
B 27/ 12-13
Parlexceltron Ltd. is a medium-sized, family owned company with 106 employees. The concern is lead by Jack Stevens, his wife Kate and their twin sons Simon and Martin. They are manufacturer of design and production of microchip boards for usage in white goods consumer sector.
Over the years the company expanded rapidly. There were internal problems between the managers (1) that lastly could be resolved. 10 months ago Simon (2) had negotiations with a firm who wanted Parlexceltron Ltd. to supply them with microchip modules. The idea was accepted by management and at first the diversification went well. First only a few employees should be trained for the module production and afterwards the rest should be fully integrated but as more and more problems between the departments were detected, they chose that there should be a more definite feeling, they divided the employees in “the board operators” and the “module operators”. As sales were rising, they decided to move the module operators into a new separate unit. The move was an exciting venture for the company, because it would show that they are successful.
The new plans were met with disbelief by areas like “microchip production”; employees working on the board production felt like management is unthankful and did not appreciate their work. They complained about the different pays and that only the elite had the opportunity to work in module production. The majority thought they were losing their jobs because they were untrained; this is the reason many were already looking for other jobs. Martin and Jones knew they had to intervene and take care of their employees but how with the aggressive sale push force Simon implemented?
The managers felt if they did not act immediately further damage would be caused.
The management of change is considered to be one of the most important issues facing managers. Change is a dominant theme and
Managing and Leading Change
B 27/ 12-13
Parlexceltron Ltd. is a medium-sized, family owned company with 106 employees. The concern is lead by Jack Stevens, his wife Kate and their twin sons Simon and Martin. They are manufacturer of design and production of microchip boards for usage in white goods consumer sector.
Over the years the company expanded rapidly. There were internal problems between the managers (1) that lastly could be resolved. 10 months ago Simon (2) had negotiations with a firm who wanted Parlexceltron Ltd. to supply them with microchip modules. The idea was accepted by management and at first the diversification went well. First only a few employees should be trained for the module production and afterwards the rest should be fully integrated but as more and more problems between the departments were detected, they chose that there should be a more definite feeling, they divided the employees in “the board operators” and the “module operators”. As sales were rising, they decided to move the module operators into a new separate unit. The move was an exciting venture for the company, because it would show that they are successful.
The new plans were met with disbelief by areas like “microchip production”; employees working on the board production felt like management is unthankful and did not appreciate their work. They complained about the different pays and that only the elite had the opportunity to work in module production. The majority thought they were losing their jobs because they were untrained; this is the reason many were already looking for other jobs. Martin and Jones knew they had to intervene and take care of their employees but how with the aggressive sale push force Simon implemented?
The managers felt if they did not act immediately further damage would be caused.
The management of change is considered to be one of the most important issues facing managers. Change is a dominant theme and
References: Barbara Senior and Stephen Swailes (2010) Organisational Change, 4th Edition, Prentice Hall/ Financial Times Annie Hollings (2006, 2009 & 2012) Partexceltron Ltd, Sustaining Success or Facing Failure