Question one
Analyse the nature of the Lakeland Wonders organisational change project, taking into account the reasons for this change. (relates to Topic 1 or topic 2 lecture slides)
Link relevant change theories from topic 1
Provide /link at least 3-4 academic sources to support your discussion including the prescribed text
Question two
Assess and explain the extent to which the change approach that has been adopted by Cheryl Hailstrom is appropriate to the organisational contexts in Lakeland Wonders. (relates to Topic 1 /or topic 2 lecture slides, i.e. Burnes’ Framework of change, etc.)
Provide organisational example/s from the case study and link relevant change theories to support/justify your answers and cite your source/s.
Question three
Are there gaps? Is there a different approach or combination of approaches that might have been better – based on the contexts for change that you have analysed? (relates to Topic 1 of topic 2 lecture slides)
Provide organisational example/s from the case study and link relevant change theories to support/justify your answers and cite your source/s.
Question four
Critically apply either the PEST-based framework or the McKinsey 7S framework to analyse the need for change in Lakeland Wonders case. (relates to Topic 3 or topic 4 lecture slides)
Provide organisational example/s from the case study and link relevant change theories to support/justify your answers and cite your source/s.
Question five
What type of organisational culture would you say is evident in the Lakeland Wonders case? Justify your argument. (relates to Topic 4 or topic 5 lecture slides)
Provide organisational example/s from the case study and link relevant change theories to support/justify your answers and cite your source/s.
Is it an integrated culture, differentiated , fragmented, etc….. Why?
Solution
Question 1
An absolute overhaul of operations approach at Lakeland Wonders is being pursued by the newly appointed Chief Executive Officer (CEO), Cheryl. From her point of view, different stakeholders in the company are too slow to support the desired growth targets of the company. There is a sense in which the board is adamant about increasing the revenues and aggregate growth of the entity significantly. For this reason; the CEO recognizes that for the growth milestones to be achieved, things have to be done differently, more so in the production department (McNulty, 2009). However, there is resistance to change from some of the company’s long-serving employees. The advocacy for the status quo is proving to be a substantial impediment to the accomplishment of the growth targets.
The change is an overhaul in the production and marketing functions because the CEO envisions a situation where the company penetrates the middle markets. With the entire overhaul………………….To access the rest of the solution for $10, please click on the purchase button.
