How do they reflect the underlining principles of HPWS?
Management This case focuses on the planned change program that was implemented on the financial reporting system of Sunflower Incorporated, a large distribution company which resells salty snack foods and liquor. It also focuses on the management of the change program that was implemented to monitor pricing and purchasing decisions.
The other issue is ineffectiveness in implementing the change program that Agnes Albanese initiated.
Analysis: After Sunflower began to use financial reporting system that compared sales, costs, and profit across regions, management found out that there was lack of congruence between the pricing and purchasing decisions across regions.
The head office encouraged each region to be autonomous because of taste and practices, the management found that highly profitable regions were sometimes using low-quality items to boost profit margins and increase the market share.
Here, Leon Steelman has acted as the initiator of the change who hired Agnes Albanese as the change agent for the change program.
The nature of change was the planned change to bring about congruence in the pricing and purchasing decisions across regions. Analysis of the Hpws at tomex incorporated Process according to the Change Management Model: Sunflower incorporated initiation for change program was a reasonable step but the process of change program was ineffective.
According to change management model, Albanese needed to consider certain parameters that deterred the change process. Motivating change: She had inadequate analysis and resources which failed to establish clarity of the outcomes to the executives.
She only considered the existing problems and created a vision for change. Creating vision: There was inadequate supply of information, and lack of coordination from the regional executives regarding purchasing and pricing decisions.
Therefore she was unable to create a clear vision regarding the importance of the change program. Developing political support: Participatory approach was lacking while designing the change program.
Thus there was lack of ownership. For a change to be effective identification of the key players whose support is required for success is an important aspect to be fulfilled but Albanese refused to visit the regions to discuss the purchasing and pricing policies with the executives giving the reason that the trips would be expensive and time consuming.
Also there was no personal motivational reason for regional executives to pursue the change program. Managing the transition: Albanese was not able to manage the transition from the current state to the desired future state. It required creating an effective plan for managing the change activities as well as planning special managing structure for operating the organization during the transition.
During the transition state the communication medium i. Sustaining momentum: The change management program also involves the activities towards sustaining and completion of the change program through reinforcement of the new behaviors needed to implement the changes but there was no activities towards reinforcement of the new behavior among the regions.
Similarly, the pushing forces that were prevalent were: 1. Top management pressure 2. Other brands were pushing hard to increase market share by cutting prices and launching new products.
Profitability needs. From the force field analysis it is known that there are more restraining forces than pushing forces prevalent in the system making the change program ineffective. Albanese was able to unfreeze the existing situation and create an environment in which executives accepted the need for change.
She was also able to move the behavior of the regional executives in the desired direction but failed to freeze the change that was desired as there were prevalent restraining forces than pushing forces. The other thing contributing to the failure of the change program was that change process was initiated during the peak sale season which was an inappropriate time for the implementation for the change program.
Organizational development theory tells us that change, in order to be effective, must be led and managed. Albanese only provided a quick solution to what she regarded as a simple problem while making no efforts to establish a change plan that would have included such elements as providing the leadership and vision to promote the change, cultural assessment to align behavioral norms, communication and stakeholder management, performance management, training and development, and the impact of the change on the organizational structure.
Effective communication medium should be used to enhance coordination from the regional executives. How to cite this essay Choose cite format:.Tomex Foods is specializing in the sales of frozen and refrigerated food products to the U.S.A., Mexico, Central & South America and the Caribbean.
Our products assortment consists of, but is not limited to, pork, beef, poultry, seafood and vegetables from all over the world. Tomex Foods Aps Hasserisvej Human Resources Management in Perspective The Challenge of Human Resources Management p. 3 Why Study Human Resources Management?
p. 4 Competitive Challenges and Human Resources Management p. 6. 📚 HPWS at Tomex incorporated - essay example for free Newyorkessays - database with more than college essays for studying 】.
Jun 09, · Our cheapest price for Managing Human Resources With Infotrac College Edition is $ Free shipping on all orders over $Book Edition: 13th. Welcome to Tomex. Tomex establishes the essential connections on the global market for primary food products and makes it just as easy to do business globally as locally.
Nov 21, · HPWS at Tomex Incorporated 1) Evaluate the key aspect’s of Tomex’s high-performance work systems?
How do they reflect the underlining principles of HPWS? The primary principles that support high-performance work systems are four simple but powerful principles, these principles are the building blocks for an organization using HPWS.