Home > Business essays > Improving management

Essay: Improving management

Essay details and download:

  • Subject area(s): Business essays
  • Reading time: 4 minutes
  • Price: Free download
  • Published: 7 February 2019*
  • File format: Text
  • Words: 1,122 (approx)
  • Number of pages: 5 (approx)

Text preview of this essay:

This page of the essay has 1,122 words. Download the full version above.

Daniel Oliveira is the new store manager of Clothes & Accessories in Vitoria, Brazil. His job is to stop the declining of the store as well as increase the store’s performance. “I know everyone and they know me, so I can start changing things, right?” (Cates & Riederer, 4). Unfortunately, it is not that easy. Although he had been there for several weeks now, he realized that none of his employees are taking initiative in his changes to improve the company. After finding out from Mariana Rodrigues, the ladies department operational leader, that the employees do not respect him, he must figure out a way to turn this whole conflict around in order for his changes to be successful. The regional manager, Francisco Prado, is giving him a chance to fix his mistakes. The next important steps for Oliveira is to follow John Kotter’s eight-stage model of transformational change. He must follow each stage carefully, without rush, or else it may result in failure.
The first step for the change manager in Kotter’s model is to “establish a sense of urgency” (Palmer, 328). He needs to do all the research he can to develop new opportunities and be able to talk about the issues that are going on to his employees. Oliveira should come up with concrete examples to show his employees that there are issues in the store that are causing them to decline. Once he gets all of that organized, he then needs to “form a powerful guiding coalition” (Palmer, 328). For this, I think that he should gather the other supervisors and leaders at the store to work together as a team. These people would be the “apparel supervisor, Roberta Santos, financial services supervisor, Maria Almeida, ladies department operational leader, Mariana Rodrigues, and services department operational leader, Laura Lima” (Palmer, 328). All of these people have power, and have been there longer than Oliveira, so the employees already have trust and a good relationship with them. I think it is important to gain the trust of the other supervisors first so that they will be on the side of change and can promote that to the employees. Once he has encouraged all of them to work as a team, they will have the power to convince the employees of the change initiatives that need to occur.
In order to implement change, Kotter’s next step is to “create a vision” (Palmer, 328). Now that the team is together, they will be powerful enough to come up with a strategy to develop this vision they have for their store. They then will be able to “communicate that vision” (Palmer, 328) to the rest of the works at Clothes & Accessories in Vitoria. The team must thoroughly communicate their vision and strategy and have a model that guides them of the new behaviors. I think an important part of this stage is to explain the rationale behind the change. Communication is key when it comes to any business, and if they cannot convince the rest of the team why they are making these changes, then nothing will improve. “He noted that the store showcase was not clean and was badly merchandised, and the indoor mannequins were always dressed without any accessories. Clearly there was room for operational improvements” (Cates & Riederer, 4). With this example, Oliveira can give physical examples to communicate what is going wrong and how they can improve it. Once they start this, he then can show immediate results to the employees, which will incentivize them to implement his changes.
“Empower others to act on the vision” is the next stage in Kotter’s model of transformational change (Palmer, 328). In this step, Oliveira needs to be encouraging along with his team to get their employees to take on any risks and thinking outside the box. They must take out any obstacles that are in the way in order to be successful with their change initiative vision. After that, the team should “plan for and create short-term wins” (Palmer, 328). With this, I think that they need to implement a reward system. That way, the employees will feel more motivated and accepted, causing them to want to make improvements in their store. This is an action to sustain change because it will recognize behaviors that are consistent with the change that is desired (Bellenger). Once they create higher-order rewards that focus on a sense of accomplishment, personal growth, liking and respect, and recognition, then they will be on their way to creating a great improvement for their store. I think that this is a great attraction strategy as well. “Attractors are easier to create when working together in cooperative, positive relationships of trust” (Plsek). For example, he can give a specific shout out to someone different on something that they had accomplished in the store that day. These types of things should happen every day. “Oliveira was even more bothered to see that none of the employees were smiling, so he concluded that there was an enormous opportunity to improve the working environment” (Cates & Riederer, 4). This issue will also be solved because his employees will want to work hard and show they enjoy their job when there are incentives like rewards.
Besides rewards, I believe that benefits could be incentivizing for Oliveira’s employees. If he is able to answer the “What’s in it for me?” question, then they would be more willing to follow through with the changes he wants to make in order to improve their store. I think this will be beneficial because resistance is already in action through constructive and dysfunctional strategies, so now benefits must be announced clearly to the employees to be successful (Brett). This can make it or break it with employees. If Oliveira was able to incorporate this before the two employees quit, it could have made a difference to them. Another aspect that he should incorporate with his employees is positive organizational scholarship. “The universal aspiration for the positive creates an important motivation for the discipline of positive organizational scholarship” (Cameron). From this, all employees should have a positive lens no matter what is going on. When everyone stays positive, there will be an affirmative bias and positive performance.
The last stages of Kotter’s model include “consolidate gains, produce more change, and institutionalize new approaches” (Palmer, 328). During these steps, Oliveira can finally take initiative in changing the policies and structures that do not align with their specific vision. From this, they can hire new staff who show passion in implementing the new changes. Lastly, the new behaviors and store success can all be linked together, making sure that all steps have been accomplished. This model has been proven to be an effective way of managing change (Pollack).

...(download the rest of the essay above)

About this essay:

If you use part of this page in your own work, you need to provide a citation, as follows:

Essay Sauce, Improving management. Available from:<https://www.essaysauce.com/business-essays/improving-management/> [Accessed 12-06-24].

These Business essays have been submitted to us by students in order to help you with your studies.

* This essay may have been previously published on Essay.uk.com at an earlier date.