Reference no: EM132982050
Case Study:- DrySeed scenario
DrySeed Inc. is a large organisation that manufactures outdoor furniture. The company has been operating for 30 years and is based in Sydney. It now has 50 employees and is seen as a market leader because of its commitment to sustainability. DrySeed supplies to retail stores across Australia and to customers directly from its showroom in one of its largest factories.
In 2001, DrySeed merged with a retail furniture company, hoping to expand its breadth of consumers as many of the stores were located in newly developed housing estates that attracted first-home buyers. Unfortunately, due to poor planning and communication, the merger was not successful. Thirty employees were impacted by the merger, either by a restructure and redesign of their jobs, or by a forced redundancy.
Operationally, DrySeed's objectives include having all products meet their standard of excellence guidelines, including customer service, guarantee on workmanship and quality materials used in the manufacturing process. Management would also like to see 30 per cent of sales made online to reduce overheads.
DrySeed has recently come under new management. The management team that now reports to the board is significantly younger and more innovative than their predecessors. The new team believes the organisational objectives are strong, but that the processes and structures of the organisation need some work.
DrySeed's key objectives are currently based around expansion. Management wants to expand sales to new customers by offering new product releases each year. They feel it is important to invest in research and to follow trends in Europe and the US to ensure their products have the latest designs and are attractive to customers.
The majority of middle managers, such as supervisors and department managers, have been with the company for more than 20 years. They will have to implement changes with their teams. Some of them have already expressed they are hesitant to change due to having experienced the failed merger in 2001.
Now Start Question:-
Determine resource requirements, such as human, physical and financial resources.
Chart timelines and schedules, such as by using a Gantt chart.
Consult with relevant individuals(managers and stakeholders) to determine how you will promote the benefits of change and minimise loss to the organisation. You may seek feedback via email, video conferencing, etc.
Organise and manage the activities required to deliver the plan, including timelines for implementation. This may include managing the frequency of reports and communications between relevant individuals.