CASE STUDY ANALYSIS Peter Browning and Continental White Cap A ManagementCase Study AnalysisPeter Browning and 5421

MGMT 6100 Managing People and Organizations

Question.5421 - CASE STUDY ANALYSIS: Peter Browning and Continental White Cap (A)ManagementCase Study AnalysisPeter Browning and Continental White Cap (A)Case Study Analysis InstructionsInstructionsBy the end of day (11:59 pm) Sunday (Mountain Standard or Mountain Daylight Time), submit a persuasive, well-constructed written case study analysis. The case study analysis should clearly state your position, include supporting evidence from the case study, and demonstrate your mastery of the material by appropriately applying concepts from the reading assignments. The case study analysis should be at least 600 words, but no more than 750 words, in length. Please include the word count as part of your written case study analysis. Use proper grammar, spelling and punctuation. Please include your name on the assignment.Grading of AssessmentGrading will be based upon the attached rubric below. Refer to this grading rubric in preparing your case study analysis assignment.Please note that the grading rubric is divided into the following sections:Quality of Response (25 points)Application of Principles (50 points)Clearly Stated Course of Action (15 Points)Grammar, Spelling, Punctuation and Including the Word Count (10 Points)Descriptions of each of these four sections are provided in the grading rubric. The written case study analysis will be worth a maximum of 100 points. Late assignments can be submitted up to one week after the due date and receive a maximum of 50% credit.Background "Most major change initiativesâwhether intended to boost quality, improve culture, or reverse a corporate death spiralâgenerate only lukewarm results. Many fail miserably.Why? Kotter maintains that too many managers donât realize transformation is a process, not an event. It advances through stages that build on each other. And it takes years. Pressured to accelerate the process, managers skip stages. But shortcuts never work.Equally troubling, even highly capable managers make critical mistakesâsuch as declaring victory too soon. Result? Loss of momentum, reversal of hard-won gains, and devastation of the entire transformation effort.By understanding the stages of changeâ and the pitfalls unique to each stageâyou boost your chances of a successful transformation. The payoff? Your organization flexes with tectonic shifts in competitors, markets, and technologiesâleaving rivals far behind.""Leaders who successfully transform businesses do eight things right (and they do them in the right order)."(Kotter, John P. "Leading Change: Why Transformation Efforts Fail. (Cover Story)." Harvard Business Review, vol. 73, no. 2, Mar/Apr95, pp. 59-67.)"Managing change has become a crucial competence which today's managers must acquire. International competition and deregulation have forced corporations to seek and adopt more effective approaches to management, strategic planning, marketing, and manufacturing. In many firms these changes amount to major shifts in the culture of the organization, in the basic behavior and belief system of the organization."Michael Beer presents "a conceptual formula that incorporates the critical dimensions of change which must be taken into consideration by managers. The formula can be summarized as follows:Amount of Change = (Dissatisfaction x Model x Process) > Cost of Change" (Leading Change by Michael Beer, 488037-PDF-ENG | 6 p)Recognizing that the Cost of Change can be split into Resistance to Change (Rc) and Cost of Change that employees experience (Cc), Michael Beerâs change process equation can be described by the following: D x M x P > Rc + CcAssignment What should Peter Browning do to successfully manage the change required at Continental White Cap? Clearly state which two (2) principles from this module Peter Browning should have employed, providing at least three (3) specific examples (courses of action) that demonstrate the application for each of the two principles.(Please see 'Kirby's Guidelines and Tips for the Case Study Analysis' (in Module 1) for additional details on the structure of the Case Study Analysis, application of principles, and the course of action (specific examples). Please do not restate or summarize the details of the case study, but instead focus on applying the principles from this module as explained in 'Kirby's Guidelines and Tips' and the assignment rubric below. See the Objective section of the Module 6: Overview - Culture and Change Management page for a list of the main principles in this module.) View Rubric

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Case xxxxxxxx Peter xxxxxxxx and xxxxxxxxxxx White xxx A xxxx Managing xxxxxx and xxxxxxxxxxxxx Case xxxxx Analysis xxxxx Browning xxx Continental xxxxx Cap x IntroductionTo xx successful xx initiating xxx change xxxxxxxxxxx White xxx needed xxxxx Browning xxxxx have xxxxxxxx Kotter xxx Beer's xxxxxx a xxxxx of xxxxxxx and xxxxx principles xxxxx would xxxx addressed xxx failure xx be xxxxxxxxxx for xxxxxx as xxxxxxxxx and xx transform x historically xxxxxx and xxxxxxxxxxxxx culture xxxx a xxxx adaptive xxx competitive xxxxxxxxxxxx Principle xxxxxx a xxxxx of xxxxxxx Kotter xxxx Kotter xxxxxxxx that xxx of xxx most xxxxxxxx initial xxxxx in xxxxxxxxxxxxxx transformation xx building x strong xxxxxxxx for xxx change xx needed xxxxxxxxxxxxx generally xxxx at xxxxxx to xxxxxxxxx because xxxx fail xx effectively xxxxxxxxxxx the xxxx for xxxxxx and xxxxxxxxxxx sets xx In xxxx regard xxxxx Browning xxxxxx generate x sense xx urgency xx White xxx by xxxxxx the xxxxxxxxx actions xxxxxxx Market xxxxxxxx Presentations xxxxxxxx establishes x series xx executive xxxxxxxxx and xxxxxxxxxxxxxxxxx meetings xx which xx draws xxx facts xxxxxxxxx the xxxxxxx in xxxxxxx such xx heightened xxxxxxxxxxx price xxxxxxx and xxx drift xxxx from xxxxx caps xx must xxxxxxx forecasts xxxx an xxxxxxxx to xxxxxxxxx that xxxxxxx on xxxx not xxxx an xxxxxxxx loss xx share xxxxxx a xxxxxx Talk xxxxxxxx to xxxxxxxxx Browning xxx to xxxxx to xxxxx Cap xxxxxxxxx at xxx levels xxxxxxx town xxxxx and xxxxxxxxxxxxxx meetings xxxxx their xxxxxxx and xxxxxxxxx the xxxxxxxxxxx forces xxxx imperil xxx company xxx messages xxxxxx those xxxxxxxx must xx about xxx forcesoutside xxx company xxx pushing xxxxxx reminding xxxxx Cap xxxx it xxxxxx continue xx the xxxx track xxxxxx Key xxxxxxxxxxx and xxxxx Adopters xxxxxxxx needs xx find xxx respected xxxxxxx of xxxxx Cap's xxxxxxxxxx and xxxxxxxxx who xxx aware xx the xxxx for xxxxxx By xxxxxx them xxxxx out xx support xx change xx can xxxxxxxx their xxxxxxxxxxx in x manner xxxx further xxxxxx the xxxxx of xxxxxxx among xxx employees xxxxxxxxx Model xxxx Beer's xxxxxxx for xxxxxx implies xxxx good xxxxx M xxxxxxxxxxxxxxx D xxx a xxxx process x will xxxxx cost xx change xx and xxxxxxxxxx to xxxxxx Rc xxxxx Cap xxxxxxxxx one xx the xxxxxxx obstacles xx change xx that xxx culture xxx extremely xxxxxxxxx and xxxxxxxxx it xxx vital xxxx Browning xxxxxxx a xxxx model xxx the xxxxxx Browning xxx implement xxxx rule xxxxxxx the xxxxxxxxx actions xxxxxx a xxxxxx Vision xxxxxxxx Browning xxxxx need xx prepare xxx circulate x document xxxx has xxxxx Cap's xxxxxx of xxxxxx modernization xxxx as xxxxxxxxx in xxxxxxx closure xxxxxxxxxx restructuring xxxxxxxxx campaigns xxx enhancing xxxxxxxxxxx efficiency xxx model xxxxx to xxxxxxx how xxxxxxx would xxxxxx in xxxxx to xxxx years' xxxx Create x Cross-Functional xxxx Force xxxxxxxx must xxxxxx a xxxx force xxxx operations xxxxx R x and xxxxxxxxx representatives xxx task xxxxx would xxxx to xxxxxx innovative xxxxx including xxxxxxxx White xxx plastic xxxxxxxx internally xxx finding xxxx to xxxx optimize xxxxxxxx retention xxxxxxxx The xxxx force xxxxx submit xxxxxxx reports xx their xxxxxxxx so xxxx there xx no xxxxxxxx of xxxxxxxxxxxx and xxxxxxxxxxxxx Lead xx Example xx Cultural xxxxxxxxxxx To xxxx away xxxx White xxxxx previous xxxxxxxxxxxxx management xxxxx Browning xxxx have x leadership xxxxx that xx communicative xxxxxxxx and xxxxxxxxxxx By xxxxx an xxxxxx partner xx decisions xxxxxxxxxxxxx performance- xxxxx initiatives xxx publicly xxxxxxxxx the xxxxxxx who xxxxxxxxxx change xx can xxxx by xxxxxxx to xxxxxxxxxxx the xxxxxxxxxx behaviors xxxxxxxx ConclusionWith xxx instillation xx a xxxxx of xxxxxxx and x well-defined xxxxx for xxx future xxxxx Browning xxxxx have xxxx more xxxx to xxxx radical xxxxxx at xxxxxxxxxxx White xxx These xxxxxxxx in xxxxxxxxxxx with xxxxxxxx steps xxxx market xxxxxxxx presentation x written xxxxxx on x vision xxx the xxxxxx and xxxxxxxx leadership xxxxx have xxxxxxx easier xxxxxxxxxx while xxxxxxxxxxx White xxxxx tradition xx quality xxx dedication xxxxxxxxxxx implementing xxxxx projects xxxxx place xxxxx Cap xx the xxxx toward xxxxxxxxx success xx a xxxxxxxx market