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App7 crums

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App7 crums

  1. 1. M.a.i.l. Inc. Learning to Change SERENA CRUM WALDEN UNIVERSITYORGANIZATIONS, INNOVATION, AND CHANGE EDUC 6105 DECEMBER 18, 2011
  2. 2. M.A.I.L. Inc. LAFAYETTE, Indiana Ron Welton & Ron Robbins Owner and Executives of The M.A.I.L. Group (They are also brother-in-laws.)(M.A.I.L., 2011)
  3. 3. Culture: traditions • Annual Company Picnic • Holiday Gift Exchange • Holiday Bonuses • Annual Holiday Lunch • Free M.A.I.L. Inc. T-Shirt on Employee’s First Anniversary • Community Outreach Programs(Beach, 2006)
  4. 4. CultureDifferent work environments havecreated different subcultures at M.A.I.L.Inc. Warehouse and Production are more team oriented and informal.(Lazidou, 2008; Mello, 2010)
  5. 5. CultureOther areas of the company have more formalwork environments with cultures rangingfrom constructive to passive/defensive toaggressive/defensive.(Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. 2008).
  6. 6. organizational structure
  7. 7. The ChangeClick to hear M.A.I.L. Inc. Account Manager KellyKater describe the change that she and her co-workershave recently experienced. Click Here
  8. 8. Role of Leadership in the Change What Should Have What Happened Happened  Brief announcement of  Extended meeting resignation & department announcing change and restructuring followed by explaining the reason for short training session the change with Q&A  Alleviation of fears and  No questions were anxieties through extensive answered communication of  No follow-up or expectations, explanation communication by upper of new role management  Appropriate, on going  No additional training training sessions  Continued communication(Heller, 1998)
  9. 9. Emotional Components of ChangeClick the link to watch Kelly Kater describe some of theemotional challenges she and the other accountmanagers faced. Click Here
  10. 10. Conclusion  Change is a necessary part of an organization (and adequate planning time is not always an option).  Change can lead to some uncomfortable side effects that should not be ignore – be able to recognize and plan for them instead  M.A.I.L. Inc. is learning to change  Accepting that being dynamic is critical to companies success  New leadership  Recognizing and expecting negative and positive responses to change(Maxwell, 1993; Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N., 2008)
  11. 11. ReferencesBeach, L. R. (2006). Leadership and the art of change: A practical guide to organizational transformation. Thousand Oaks, CA: Sage Publication.Heller, R. (1998). Managing change. New York, NY: DK Publishing, Inc.Lazido, D. (2008). Three ways to measure your corporate culture. Strategic Communication Management, 12(3), 10.M.A.I.L. Inc. (2011). M.A.I.L. Inc. Retrieved from http://www.mail-inc.com/Mello, J. (2010). Corporate culture and S&OP: Why culture counts. Foresight: The International Journal of Applied Forecasting, (16), 46-49.Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons.

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