Bacon to develop a readiness for change in order to get the changes in place and to press for ongoing evaluation and for additional change as needed. He might have prepared his managers better for the fact that certain types of changes would be necessary, and now that they know what those changes are, he must keep the managers focused on the fact that change is needed because the system in place is not sufficient and has not provided the data needed. Given the nature of the resistance, he might make the need clear to his managers and solicit their recommendations, to be discussed and considered in the same type of forum as was sued for the reading of the first report. Had the managers been more directly involved from the first, they might have shown less resistance to the idea of change.
Indeed, that first meeting could have been made more effective by presenting the report as coming from upper management rather than from the product managers. One reason for the resistance might be a view that these subordinate personnel lack the experience or authority to make such recommendations, while coming from upper management, the same recommendations would have more force. The issue might still be raised and discussed, but the dismissive manner of many of the managers might have been avoided.
In this case, the lack of an ongoing process for change has produced a situation where the sudden need for change is seen as...
One of the reasons for the task force is to enhance the Marketing Department. The Marketing Managers have no say so in the changes that need to be made. It is a business; they are employees. There were about seven employees from different divisions of the company on the task force. During the first meeting with the task force, Bacon allowed others to make decisions that he just went along with.
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