This document provides an organizational profile and history of a door industry leader in Atlanta, Georgia that has been in business since 1935. It discusses the needed change when the economy imploded and the construction industry collapsed, requiring the disbanding of the call center and reassigning of 15,000 monthly call volumes. The change process, resistance to change, and efforts to sustain change are described, noting effects on morale, turnover and lack of management support. Improvements for future change planning include better communication, team planning and leadership.

1. Organization Profile
Elizabeth Kent
Walden University
Dr. Paula Porter
Organizations, Innovations, and Change (EDUC 6105)
December 14th, 2013

2. HISTORY
PRODUCTS - SERVICE
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In business since 1935
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Established leader in the door industry in Atlanta, Georgia
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Recognized by red ribbon logo
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“Provide products and services to our customers with the highest possible level of quality,
ethics and integrity.”
Angie’s List
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Consumer’s Choice Award
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Better Business Bureau Accreditation
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Women’s Choice Award
DHPace, 2012

3. ORGANIZATIONAL CULTURE AND POSITION MAP
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Culture - Total Customer Commitment
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Field Technicians, Installers, Sales Personnel
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Office Support Group
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Departments – operate as business units with a profit and loss.
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On the Job Training
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No employee development
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No leadership*
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“Overhead Door Way”
*A Leader will “…focus in on giving us corrective and developmental information when we’re not doing a job correctly, and they provide us with the skills and
resources that others need to work effectively” (Laureate Media, n.d.)

4. THE CHANGE NEEDED
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Economy imploded.
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Construction industry collapsed
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Reorganization necessary
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Call Center Disbanded
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Coverage of 15,000 monthly call volume
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Call Volume coverage re-assigned to accounting, billers, dispatchers.
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“Overhead Door Way” approach.

5. CHANGE PROCESS
PLANNING AND COMMUNICATION
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The Plan: Transfer the duties of the phones quickly.
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Communicate change by group forums
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Executive Management present for Q&A
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No verbal resistance
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Beach, 2006

6. CHANGE PROCESS IMPLEMENTATION
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Training meetings
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Learn customer service process and company expectations
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Immediately put training to use on the job.
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Learn mistakes on the job.
Beach, 2006

7. CHANGE PROCESS RESISTANCE
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Frustration - learning the calls on the job and quick training sessions.
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Were not hired to be call takers
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Not used to dealing with customers
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Not getting their normal duties done.
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Feeling the typical pressure of stopping to answer phones.
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Hard to find where you left off in normal duties.
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More mistakes were made.
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Others not taking as many calls as some.
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Bickering and backbiting
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No team perception
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Lack of management support and leadership

8. CHANGE PROCESS: SUSTAINING CHANGE
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Training meetings used for venting
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Group offered suggestions for time management to get work completed
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Goals set for call volume so each worked as hard as the other
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Allowed time out from the phones
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Better support from management

9. EFFECTS OF THE CHANGE
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Morale low
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Turnover
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Lack of management support
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More opportunity for team work

10. FUTURE CHANGE PLANNING IMPROVEMENTS
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Better communication to groups affected by change.
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Allow for team planning among groups affected by change.
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Better leadership from coworkers and management