Reference no: EM133204147

New Chief Executive appointed After completing your MBA degree in strategic management from the National University of Science and Technology (NUST), the board of directors of your organization decides to promote you from your current post of a departmental manager to the position of Chief Executive Officer. The board chair invites you to his office for a briefing and confirmation of the appointment. The board chairperson makes you feel comfortable in his office before going into the details of the meeting. "Alex, you have been with us for a long time now, and we realize you have potential to take over the leadership of this company. We have confidence in you and trust that you can take this company to greater heights. We have decided to offer you the position of CEO. We assume you won't be a letdown. There are problems in this company. As you are aware, many of our change programmes have always hit a brick wall. We, therefore, expect you to implement our proposed changes with minimal resistance." You immediately accept the offer.

The organization had tried to implement some strategic changes before without any success. Phillip, the outgoing Chief executive officer, had failed to convince employees of the benefits of adopting new production methods and the need to embrace total quality management systems (TQM). Besides, the organizational culture is unhealthy, and the working environment is poor. The CEO had lost control of the organization.

REQUIRED

a) Phillip failed to convince employees to change. However, it's popularly said a new broom sweeps better. In light of this saying, what strategies would you use to counter possible resistance to your initiated change programmes?

b) The board of directors expects you to mastermind the development of a healthy culture in the organization. How would you mastermind the development of such a culture as the new CEO?