You have been hired as a management consultant by the founder of a 25 year old production, non-union company. He explains to you that the plant experienced significant growth due to its high-quality and excellent industry reputation. He tripled the number of employees within the past year, but production has decreased 20% and costs are at break even. The founder had recently hired a new general manager, from the outside, so that the founder could focus on strategic initiatives. This new general manager then hired a qualified external candidate to develop an industrial engineering function. Change within the organization's reporting structure and production processes are greatly needed.
The older employees, especially the older supervisors, who were stepped over for both new positions, have come to the founder and are threatening unionization.
The founder has hired YOU to design and execute the strategy that will heal his company.
Now: please identify and articulate both internal and external forces for change, and the sources of resistance (relate it back to the course material).
Take insights from the change management model you have learned, describe the model, and articulate your well developed recommendation to the founder, which will allow him to manage the organizational change he requires thrive in this market place.