Management and University Simmons Case Essay

In time of economic crisis, companies ar looking for innovative methods to improve production and to meet the implys of a diverse calculateforce in place to improve or halt the organizations put on security deposit in a form world-wide economy. Indeed, companies be extremely concerned about their future, as well(p) as, preventing closure of their establishment. SimmonsCompany is no exception.However, how does a major social club make those changes when impost is the foundation of their organization and the economic status of their community is in guess of f sometime(a)ing, if the right decision is not made? The need to allocation currency for the teach and development of its and employmentees when major debts are owed to the smart set thus, threatening loser is a problem facing Simmons Company.Accordingly, there is certainly a need to change the refinement and structure of the organization, if it wants to survive a depressed economy, duration other organization s are advancing. In so doing, the company is considering the Great bet on of Life (GGOL) whose underlying purpose is to change the dynamics of an organization in order to achieve maximum satisfaction for some(prenominal) the customers and employees.If customers and employees are satisfied, they are loyal, cooperative and creative, thus creating a culture conducive to the hold outforce. In order to establish such an environment, it is necessary to empower its workers by changing the locating of each individual employed by Simpson Company. The program will be used to improve morality and empower the lower take aim of the company in performing their respective jobs in order to improve the end of the company. trades are often difficult to make and, are usually resisted from the go through because control of the company is centralized. The result is a poor culture and prideful practices. Immediate changes are normally discouraged by those in control, provided gradual changes ar e encouraged, if done overtime or gradually phased into the fooling operation of the company. Management moldiness recognize that if changes are not made, their coif might be null and void for not doing so. The question is whether changing the culture of the organization is in its best interest? Indeed, some changes must be made considering the state of fair of the company.There are several(prenominal) outstanding debts owed to SimmonsCompany and the debtors are threatening bankruptcy. Additionally, a major supplier has caused butchery for the production department. The need to change the culture and the way it operates is more obvious than ever before. To stay the same, means eventual failure for the company. GGOL is a owing(p) opportunity to enhance or change its culture and improve its supplys level of expectation through effective attention in order to meet the needs of todays demanding economy.As previously mentioned, the company is already experiencing a decline in its profits margin because of its accounts receivables from customers and their major supplier has an item in the form, emitting afoul odor, causing the company to compromise production schedules and posed a serious threat to its profit margin. It would certainly influence my decision to implement GGOL at Simmons.The video was both inspirational and informative. Since diversity is a major concern for most global companies, this is not the case with Simmons. That is, it was prevalent at Simmons, as well as, their excitement in working with each other at the company and for the company. Their arbitrary attitude resonated throughout the video. It is evident from the video that they work collectively and are eager to assist others in different department, when asked to do so. Coming to work seems second nature for them.They are able to share with the upper management areas of concerns and questions, and as such, not prohibited from doing so, which was not the case in the past. In short, they are empowered to take on task without being micro-managed. Now, it is a shared vision by the perish, middle, and lower levels of the company with one billing in mind to do what is in the best interest of company.The company should use the top-down and bottom-up design in implementing the GGOL program. However, the company should employ a professional evaluation team to determine which form should be the catalyst to receive the program. After selecting the make up, the program should start at the top level of the plant because they are responsible for the day-to-day operation of the plant and if they buy into the program other levels are more willing to deport it. The top-level can assist in delivering the GGOL program to the other employees. The next level should be the middle level because they are responsible for inspiring the workers to work collectively towards a common goal, i.e., what is in the best interest of the plant. unneeded to say, these individual are very re luctant to change, but must be done gradual due to their commitment to the company, embedded old substance values, and long history with the company. When the worker realizes that the change is positive, their outlook improves and this attitude has a snowball effect. That is, one worker at a time starts to twinge middle managements vision for the company. Now, the workers are willing to effrontery middle manager because they are open for suggestions and are encouraging sanction of workers, unlike the past, when the decision from the top was purely totalitarianism with no questions asked or else be fired. Finally, the workers should be the last to receive the program.The middle-level can let out the program. In so doing, it encourages team work, which will ultimately change the culture of the plant. Changes are needed and welcomed, if it benefits both the employer and employees. If this company continues to operate in a vacuum, the destiny of the company is almost sudden death w ith uncollectible debts arising and plant processing being restricted because of the foul odor.Emotions were running high, each level of the organization realizing the potential of closure of the company, if it did not change the culture of the organization. The old way of handling concerns and questions is pseudo at best. The company would continue to get wind apathy at the workplace. Thus, the $7 million dollar investment for the training and development of personnel is an extremely prudent investment for the company.ReferencesKotter, J. P. (1994). Leading Changes. Boston, MA Harvard Business School Press. Leading Change at Simmons (A)http//gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php Leading Change at Simmons (B)http//gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-b_1e.php