Wednesday, October 30, 2019

Organizational Innovation and Change - Critical Thinking Mod 4 Essay - 1

Organizational Innovation and Change - Critical Thinking Mod 4 - Essay Example Such concerns and reservations on the part of the employees must be resolved at the earliest as this is a grave issue which has cropped up at Perrier. One should believe that the key elements behind this resistance to change include the unionization of the employees. It does not sit well with Perrier and needs to be done away with at the earliest. It creates hurdle of sorts for Perrier which is simply an unacceptable proposition. Whether or not Nestle aims to join hands with Perrier, it should not be a concern of the employees who are working under the realms of the union (Trott, 2008). They are after all the loyal employees of Perrier and any lingering thoughts to be more dedicated towards the union itself are a step in the dark for them. Hence all-out consideration needs to be paid towards the unionized philosophy which is creating hurdles for Perrier. In fact, Perrier is self-reliant in its understanding as to how it must go ahead and form significant touch points with Nestle, which is essentially the world’s largest food company. Another key element why the employees are resisting changing is due to the fact that they w ould have to face more stringent policies that Nestle shall bring with it. It would mean that the employees would find it hard to live up to the expectations of Nestle, which is indeed a much sought after name (Saunders, Lewis and Thornhill, 2007). Perrier, on the other hand would not impose similar issues for the employees and the joyride would sustain even in the future as it is being carried out at the present. A change management strategy for Perrier would be devised keeping in mind the adherence of employees towards the unions and how they are actually resisting to the philosophy of change in essence. This is a grave aspect that needs much consideration on the part of the employees, without which there would be

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