A lack of any purposeful or directional change had led to a stagnancy in sales and a lethargy amongst the establishment's staff, and though the owner recognized this she did not seem to have an understanding of how to change it. This period happened to coincide with the departure of one of the more senior employees, and the owner used this opportunity to hire an assistant manager with previous HR experience; this individual developed new incentives and deeper levels of organizational involvement for all employees, which proved to be very successful at motivating individuals and creating a more adaptive and customer-oriented business. The assistant manager was very much brought in as a change agent for the organization, and demonstrated how successful such new insight to an organization can be when approached in the proper manner (Schabracq 2007).

This is generally the type of change that can best suit an organization, as the changes that occur when an organization is not consciously led and directed do not tend to lead to a greater level of productivity, revenue generation, or other desired improvements in the performance and functioning of the organization. Instead, managing change through proactive and -- when this has proven efficient -- reactive measures creates greater success.
References

Fisk, P. (2008). Business genius: A more inspired approach to business growth. Upper Saddle River, NJ: Capstone.

Schabracq, M.J. (2007). Changing organizational culture: The change agent's guidebook. New York, NY: John Wiley & Sons.