5) There are numerous components that are essential to change management, and the absence of any of these things can derail the entire effort. First, obviously, is the vision - an organization must have a clear idea of where it wants to be headed and what steps are necessary to get there. The second critical component is communication - everyone in the organization must understand the vision and be committed to its implementation. The third critical component is implementation - an organization must implement the changes that it has deemed necessary for change. The fourth critical component is evaluation - the organization must monitor its performance in the change process.

If any of these components are missing, the organization's efforts can fail. If the vision is lacking or incorrect, the organization can end up in a worse situation than it had been previously. If communication is lacking, employees may work at cross purposes. If the implementation is faulty, the goals will not be achieved. and, finally, without evaluation the organization can not monitor its progress and respond to problems that may arise.

6) in short, the Pareto principle states that 80% of an organization's problems come from 20% of the factors that influence it. Naturally, this can apply to Fun Foods' situation. Targeting the wrong markets, for example, was only one aspect of the business, but it was creating a significant portion of the problems. The employees were good (they had been with Fun Foods during more profitable times) and the product was good (assuming it did not exceed its shelf life). But one decision to focus on the wrong markets undermined many of those otherwise positive...

Many business owners find, for example, that 80% of their business comes from 20% of their customers. People may find that they let 20% of their friends or acquaintances monopolize 80% of their time, or that they spend 80% of their money on 20% of their bills.
7) the most critical aspect of Wright's job is to productively manage Fun Foods while it endures the transitional changes that are necessary for its financial viability. Wright's ability to productively manage the division was undermined by the fact that he told the employees that most of them would be laid off, causing acts of apathy and even sabotage. A better approach here would have been for Wright, from the beginning, to investigate the possibility of keeping the Fun Foods employees and transferring them to other divisions. Really, it is almost inexcusable that he did not, and certainly he could have avoided many problems.

Laying off everyone and starting from scratch would have been a mistake. There is no replacement for experience, and Fun Foods' current employees know the product and production processes and have relationships with the handful of distributors that will be retained. Starting over with new employees would lead to a long and less productive adjustment period.

If employee relocation was not an option, it would have been a good idea for Fun Foods to offer some sort of transition assistance to employees, such as severance pay and employment placement assistance. That way, employees would still know that the company cared and they would be less likely to act out in ways that would harm…