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That Walsh and Mangel used this model is evident even in the implementation part of the change. They dismissed their commission reps outright, rather than undertake half measures. This was consistent with their vision for their organization going forward. It is that consistency of vision, strategy and implementation that defines the rational decision-making model.
Walsh and Mangel changed because they were forced to. Shifts in their environment were beginning to threaten the ongoing viability of their company. As such, they were compelled to make dramatics changes to the structure and culture of the organization. They took a very rational approach to the issue, and demonstrated consideration for the ethical implications of their actions. They understood that there were going to be some strong negative impacts on co-workers with whom they have developed relationships. However, they had a guiding philosophy to show them that the change needed to be made.
As a consequence, they were able to define their vision for the organization and build that vision into their change program. That they were forced to be as harsh and abrupt as they were with this change was a consequence of the scope of the changes and their ethical intensity. The decision to implement the change was itself born of utilitarian ethics, with the sales people essentially sacrificed for the greater good of the company.
This case illustrates the rational approach to change. It is...
During the failed first round of changes, Walsh and Mangel did not take a rational approach and instead allowed ethical considerations to outweigh other factors in the decision making process. They soon realized, however, that an approach that minimizes ethical dilemmas was also a change that would not deliver the results to the organization that they wanted.
The natural result of that was a change process that was based on purely rational considerations. The way that the process was designed and implemented reflects this rationality, and the new change program is more likely to succeed as a result, assuming that the vision Walsh and Mangel have set forward is a strong business idea.
Works Cited:
Entrepreneur Magazine. (1998). Leading organization change in the 21st century. Entrepreneur Magazine. Retrieved December 11, 2009 from http://www.entrepreneur.com/tradejournals/article/20950471.html
Shapiro, D. & Kirkman, B. (1999). Employees' reaction to the change to work teams: The influence of anticipatory injustice. Journal of Organizational Change Management. Vol. 12, 1, 51-67.
Reh, J. (2009). Managing change: Managing people's fear. About.com. Retrieved December 11, 2009 from http://management.about.com/cs/people/a/MngChng092302.htm
Works Cited:
Entrepreneur Magazine. (1998). Leading organization change in the 21st century. Entrepreneur Magazine. Retrieved December 11, 2009 from http://www.entrepreneur.com/tradejournals/article/20950471.html
Shapiro, D. & Kirkman, B. (1999). Employees' reaction to the change to work teams: The influence of anticipatory injustice. Journal of Organizational Change Management. Vol. 12, 1, 51-67.
Reh, J. (2009). Managing change: Managing people's fear. About.com. Retrieved December 11, 2009 from http://management.about.com/cs/people/a/MngChng092302.htm
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