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Change management: The difficulties in applying change processes

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  1. Introduction
  2. SWOT Analysis
  3. PEST Analysis
  4. Strategy in Whole Foods Market
  5. Strategic Challenge for the company
    1. Alternatives
    2. Descriptive alternatives analysis
    3. Decision grid
    4. Recommendation
  6. Plan for implementation
  7. Contingency plan

When a company knows an important growth, the entrepreneur and the executives needs to manage the changes and adapt the organization to its new expectations. They have to adapt the company to the new demand and ensure this expansion without damaging the global service and functioning. But it is not the only reason for explaining a change in the organizations.

Companies change a lot and for different reasons such as growth, new activities or technology evolutions. It is compulsory and essential for continuing to exist in the competitive market to expand and reorganize a company. But successful changes in the actual world are not simply a question of integrating new technologies. It is also a complex process of development, motivation, adaptation and coherence. If you manage change without taking in account all the elements linked to the company, it would be a disaster. Transformation has to be managed with coherence and smartness in order to ensure the necessary level of commitments by the employees.

In this assignment, we are going to analyze the different points concerning the change management by observing the theories concerning the motivation and process linked to the change, looking what are the main interest of a learning organization and talking about the different theories concerning the training and development, the issues linked to change and team work and the individual differences.

All this points will be linked to the case of the Pichet group which is a property developer in Bordeaux. In 2004 ? 2005, the company has globally changed his organization by relocating its office in a bigger place, adapt its overall strategy to the market and transform its internal organization (new departments, services, activities, etc ) in order to respond to the huge demand. The number of employees increased from 300 to 1200 in 4 years and more than 20 subsidiaries in the building sector has been created. When a company knows the success and the growth of its global sales, it is always great, but it means also new challenges and goals to reach for ensuring the future.

[...] main interest of a learning organization and talking about the different theories concerning the training and development, the issues linked to change and team work and the individual differences. All this points will be linked to the case of the Pichet group which is a property developer in Bordeaux. In 2004 2005, the company has globally changed his organization by relocating its office in a bigger place, adapt its overall strategy to the market and transform its internal organization (new departments, services, activities, etc . [...]


[...] The executives failed in their change management because they did not include their employees in the process of change. It was lived by the employees like a violent move and a reason of fear. They lived that like a lie. They were not prepared to this kind of change because it was not a learning organization. The executives failed by explaining not enough the change in term of strategy and core activities (it was a continuation of the old one but more structured and with a new idea of corporate culture). [...]


[...] The reorganization was technically interesting but they did not prepared the employees (they did not put it in the priorities). It was extremely influenced by the CEO's vision (Mr Pichet) of the management (old school style). When I began my internship in the sale department, the atmosphere was really tense and stressed. The employees talked all the day of the last concerning the new changes, etc . but it was mainly fake information or rumors. Two departments were mixed and the two managers were fighting for becoming the one. [...]

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