Reference no: EM133027235

Case Study - Yashi Software, a small IT products and services company employs about 500 people, majority of them technical employees - mainly software engineers and QA engineers. These are divided into various teams that work on the products and projects that the organization executes from time to time. Software Engineers were expected to develop programs with good quality QA Engineer were expected to find bugs in those programsAdditionally they have support functions like Sales & Marketing, HR, Training & Admin YASHI Software has always discouraged the idea of Work From Home, even though the Software & QA Engineers have been consistently asking their managers for the sameThe CEO, Mr. Udas was against the concept of work from home. He was a stickler for a disciplined office where everyone would come to office before 9 am and leave office no earlier than 6 pm. This culture had filtered down to the organization and the managers worked accordingly. The systems were built to ensure that this policy was followed in letter and spirit. Employees had their salaries cut if they put in less than 45 hours per week. A new manager, Mr. Chanchadsuggested a work from home policy for engineers working for US clients This was because they had late evening calls and they were not allowed to take those calls from home and in spite of working late were still expected to reach office next by 9 or else risk losing salaries

He also suggested they be given laptops instead of the desktops they were using But this was rejected as well. This had created a lot of problems in the Engineering teams working for US clients. There was a lot of heart bum because of this and many engineers left Yashi Software for companies with better employee policies. On top of itin March 2020the COVID pandemic struck, which made going to office impossibleSuddenly the customer work came to a grinding halt where no employees could go to office and deliver client requirements . The company had to spend a lot of money procuring a lot of laptops and making sure they reached the employees who were working from home Due all the issues many of the customers left Yashi Software moved their business to other companies who could cope with the sudden change induced by the pandemic and were able to deliver client projects while keeping their employees happy

Q1. What are the various sources of resistance of change? Which of these are demonstrated in case of Yashi Software by the CEO and the old time managers

Q2. Explain planned versus unplanned change. What has happened in this case What could Yashi Software have done better in order to be ready for such sudden events?

Q3. No Organization change discussion can be complete without a mention of politics What are the political realities evident in the changes suggested by Chanchad and the rejection of the same by the old time managers?