Stanley Works Case Study

In: Business and Management

Submitted By belindahanrahan
Words 4027
Pages 17
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Organisational Change Management in Stanley Works

Introduction

The change process of management in an organisation is not an easy task to implement and execute; especially, if the employee’s are already immune to the company’s existing organisational culture, practices, policies and standards. Waddell/Cummings & Worley (2011) cited in Lewin’s Change Process (2001) suggested that an evolutionary three phase theory would motivate people and cultivate newly acquired patterns of behaviour (Waddell/Cummings & Worley 2011). In addition, if the organisation is operating in diverse locations globally - the transition of change ideology to a state of equilibrium will be compounding. In this connection, the incumbent paper will discuss change of management implemented in Stanley Works Business Structure. The document will also contrast types of change adopted by Stanley works Australia (Andrews et al 2011 (p.1-7). representative of maintaining global competiveness and sustainability. The parent entity perspective will be highlighted and criticised as academic discussion to determine a structured adaptation of the four major components of the organisation; people, process, structure and technology utilised during transition. To improve the company’s ‘strength through structure’ the company’s performance would benefit from investing in collective intelligence, capability, competence and values, and in particular the adoption of a better marketing approach and methodologies to sustain and ascertain the company’s position in the international Asian competition.
Background: The Stanley Works (USA)
Stanley Works - United States of America (USA), (Andrews et al 2011 (p.1) commenced operations in 1843 with the headquarters at Connecticut, USA. The company has been recognised worldwide as the leading manufacturer of high-standard quality, hinges and…...

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