Khanna made a lot of efforts to introduce the change by involving all the workers in it, since the workers lacked training and knowledge about productivity and cost reduction effects of this equipment. Ultimately, the new material handling equipment was installed with the active cooperation of the workers. A few months afterwards, the company decided to install a sophisticated fixture in the electronic assembly department among a group of technical workers. Considering Mr. Khanna’s success in the previous change this job was also assigned to him. Mr. Khanna did not expect any opposition about the proposed change since the group consisted of educated employees, who were in a better position to understand the company problems and utility of the new fixture. Accordingly, he did not make much effort before introducing the new equipment as he had done in the previous situation. The result was beyond everybody’s imagination. The group resisted tooth and nail the introduction of the new system until it was given up. The mistake proved very costly to Mr. Khanna and he lost this job.
Answer the following Questions in 200 words each.
1. What, in your opinion, Mr. Khanna would have done to avoid resistance by the technical group to the proposed change?
2. How do you explain the behavior of the two groups in accepting or rejecting the change contemplated by the management?
Answers
Answer:
Read the answers below
Explanation:
1- The organisational culture of Well-Mart is the main subject of this case. The development and upkeep of WellMart's culture are given the most attention. The founding father of WellMart's culture, Sameer, is credited with establishing the company's now-famous "Saturday Morning Meeting." He allowed his staff members to share ideas for improvement during these meetings and gave them the authority to act on any ideas he felt were worthwhile. Well-Mart has kept up the Saturday Morning Meeting despite becoming one of the biggest firms in the world.
2- The idea of fundamental values, which have been crucial in maintaining Well-culture Mart over the years, is relevant when talking about the company's culture and its strength. The story of the poker sets demonstrates how Well-Mart can react swiftly to market shifts, possibly in part because of this sharing of basic values. The attraction-selection-attrition model might also be used to explain some of the managerial similarities at Well-Mart and create a more cohesive workplace environment. The culture of Well-Mart has been a strength, but discussion may also centre on how it could also be a weakness. Maintaining Well-culture Mart may be harmful because Sameer's original methods and concepts might not work in today's business environment.
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