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  1. Current Crisis at Dunbar

Dunbar mirco-engines have been in operation for more than three decades in the North side of Dublin city. The company manufactures small engines for luxurious goods and has been in forefront in the market for smaller and more effective electronic leisure goods. With almost 270 employees among its ranks, Dunbar has realized they have been losing business to overseas manufacturers who deliver products of high quality within a short period of time. {1}

The crisis being faced by Dunbar entails an entrenched experience that involve to a great extent beyond accounting composition or financially viability of production. The segment scrutinizes issues which illustrates the Dunbar dilemma: a considerable nosedive within the capacities of development; an explosion of the customer base; staffs isolation; in addition to the condition of instability within the company structure. {2}

  • Plummeting quality standing

After inception quite a large number of companies have been working to a large extent with levels of production as compared to previously had. In some situations the company has been monopolizing the product for a very long time without making any new changes to improve the quality of the end product. {3} Without any considerable competitor, the company product qualities starts to drop as the company will be focusing more on meeting the demand than then quality.

  • Supply Structure

Another factor is the Dunbar supply arrangement. This implies that production have grown to be more basic and easily accessible, information as well as assets are currently much more pervasive, and the consequence is a great increase in the quantity of companies manufacturing the same products as Dunbar . However, the supply structure is to a large extent less intense. This occurrence can be observed on a national as well  as  global scale. With the free-trade contracts between the developed nations can only underpin this tendency. New competitors or manufacturers have brought about the accessibility of an assorted variety of products with high quality, so Dunbar has a lot to cover in order to beat this new entrants into the market.{4}

  • Structure of Demand

 The second aspect entails the demand structure. In the past 30 years, Dunbar has experienced a considerable demand for the goods, but recently the demand has been dwindling. As wealth and resources were shared more widely, demand grew.{4}

  • The Shattering of the customer Base

 The shattering of the consumer base has played a significant function in the existing crisis. Clients are nowadays extra critical in their dealings with companies, the content of products, modes of production, and the conduct of manufacturers. Manufacturers like Dunbar are now necessitated to take action to unambiguous demands (relating to quality, price, ecological affability, moral principles, and sources of raw materials) or face the possibility of losing their clienteles. The clients form of demand changed; and also the content.

  • The isolation of employees

The contemporary predicament has impacted the relations in Dunbar. One of the challenges is the conventional relations among the workers and company executives. The shrinking in commonality has articulated itself in many of ways: a considerable slump in levels of enthusiasm; complexity in marshaling people; a significant increase in non-attendance; a big and persistent increase in burden; a loss of appreciation of authority; and the almost logical divergence of relationships in efforts to bring in necessary changes.

This is equivalent to the transformation that has transpired in the external environment. Staffs have turn out to be more critical; they are challenging that their duties or responsibilities be tailored to suit the capabilities; they are on the lookout for more express control over the company’s means of production; and they are calling to question the functions and an assortment of structured activities. Dunbar can no longer take its staff for granted. Even in a frail economy, a scenario where a lot of people deem having a job to be an advantage, several employees try to redefine the foundation of their relationship with their employers. The depression during the early 1980s might have merely slow down the resolution of this new tension. It neither absorbed nor resolved it

Gunther’s Diagnosis of Dunbar problems

Gunther has realized the problem at Dunbar is bigger than he previously thought. The company staffs are not well conversant with the organizations vision and policies. The employees lay blame on the upper echelons of the organizations for inadequate information and identity about the company. Therefore, according to Gunther, a complete overhaul of the company culture is necessary and an introduction of the total quality review programmes.  This is an indication of great future prospects for the firm. With Gunther borrowing a lot from the Japanese culture where people have a work culture.

However, the reaction elicited from the staffs from different departments is illustrated by disquiet ensuing from methods that are executed by the company executives in the name of adjustments. Dunbar has come up with fresh concepts that may facilitate the smooth operations of the company with clients worth billions of dollars at its disposal. Furthermore, the concept is expected to be implemented in the business technology not forgetting the executive management teams.

The major drawback related to this transformation is the effects on the global business eating into the company markets share. Dunbar have been compelled to change the tactics they employ in its operation due to dwindling of returns with the entry of new competitors from Japan who deliver quality products swiftly. Dunbar will use the input of all departments and transformational management organization strategies. These procedures will aid the company in creating the influence of change as they will be integrated into the organization. Subsequent to kicking off the strategic moves, Dunbar can address a congregated company staffs to tackle the fears exhibited among some employees about the effects of these changes. The top management has gone ahead to explain the need for transformation and when the changes will be executed. In fact, the firm has declared to provide the employees with weekly updates and reassured them to consider submitting their reaction.

Factors that necessitate change will be the starting point of effective and efficient leadership in pursuing targets and goals of the organization. Dunbar has appointed Gunther Baumler, a German ‘change consultant’ to make sure the implementation of the proposed changes is valid from the start.  The manager will be the head of the change committee Team. The head of the team will be mandated to oversee the changes that the organization anticipates to execute within a set period. Dunbar, therefore, to scrutinize the quality of its small engines which is the thorny issue bedeviling the company after reorganizing the change committee. The plan will allow the company to get feedback coming from different departments devoid of any hurdle. The Gunther Baumler, a German ‘change consultant’who is well known for his reputation for  change and proficiency in his job as an international expert in change management. He will be entrusted and supported to put to good use the “Kotters 8 principles to achieve the best results.

  1. Kotter’s 8-Step Approach

The management of Dunbar mirco-engines intends to commence the plans on the subject of organizational change. Nevertheless, the staffs affected by this transformation are undergoing difficulties coming to terms with the changes. Evidently, there was communication breakdown which was responsible for the adverse reaction from the employees affected. John Kotter conceived the Kotter’s theory; which emphasized the leadership and change management (Stamm, 2012){A}.In opinion, Kotter formulated eight steps which can be utilized to turn around the fortunes of an organization from the changes in management. The state of affairs in Dunbar mirco-engines, the Kotter’s model will be beneficial to the organization to forestall all kinds of opposition from clients and staffs to execute Total Quality Revision programme. (Stamm, 2012).

2.1. Creation of urgency

The urgency creation is an essential part of the Kotter’s model. In circumstances like the case of Dunbar, where the competitors are creating quality products faster; the need to review the company operations with respect to the product  time cycle by developing and advancing of a zero error production process.{B} When the creation of urgency is instituted, Dunbar mirco-engines, will be able to speed up the product life cycle and minimize the time taken in manufacturing this products as well as enhancing the distributing process while making them available to their clienteles.

  • Formation of an authoritative pilot coalition

The desire for change always begins with few people. Gunther has already constituted the change committee which comprises representatives from all the six departments. The nine person Change Committee was elected with 3 representatives from manufacturing (2 union representatives), 2 representatives from research & development, 1 from sales and marketing, 1 individual representing HR and finance (the HR director), 1 from distribution and services (union representative) and Gunther as chair.{  C } This team will spearhead the change process and later escalate to draw in more staffs that have faith on the transformation .The company staffs have diverse talents and personalities, and rallying all of them together will allow Dunbar to gain more from their collective sense of urgencies. The architect of the change must be part of each and every consultation that is expected to transform the company. Dunbar mirco-engines can engage this strategy through the development and maintenance of universal employee commitment

  • Create vision

The successful changes lie squarely on the impending state of affairs that is easily conveyed to the customers, stakeholders as well as employees. Gunther needs to develop a new vision for the Dunbar which will lend a hand in clarifying the appropriate direction the company should pursue. Dunbar mirco-engines will prioritize its missions and vision as the basis of this approach. This company will also proceed with and execute the mission statement {D)which will adopt innovative culture among employees and promote the idea of a learning organization.

  • Authorize others to take action on the vision

Dunbar mirco-engines have to remove all impediments that get in the way of its evolution which includes doing away with the quality control office. Therefore the firm will carry on and change the structure and systems which are likely to diminish the new vision as well as the culture that empowers and authorize the committee to oversee the quality function within the firm thus executing the vision. Furthermore, Gunther will {E}  promote risk-taking ideas, activities and non-traditional ways of doing things.

  • Communicate the vision

Paul (1969) explained that firms like Dunbar mirco-engines should employ the appropriate ways to communicate the vision, new culture and new strategies; as correspondence is very significant in the process of transformation. Through this step, the approach is formulated to deal with staffs who are almost becoming victims of the transformation. Paul (1969) showed that it’s also essential in situations where an individual or group of staffs have influence and the refuse to get along with a specific change. This kind of approach will be instrumental in Dunbar mirco-engines process of transformation, where some staff members find the conversion unnecessary (Brunton and Thornton, 2004). {F}

  • Design and planning from the short-term wins

Scheduling for development concerning performance is more useful in any planned transformation. Bonuses will be paid to staffs for production efficiencies together with improved quality and meeting production targets .Making arrangements for Dunbar progress and rewarding staffs based on performances will permit the firm to become accustomed to changes devoid of any inconvenience. This will make sure the staffs; particularly the ones who were on the forefront in the implementation process stay motivated. {G}

  • Consolidate improvements

Dunbar mirco-engines require recruiting more employees more so ladies/women with necessary skills to steer the company to greater heights at the same time promote the one who has exhibited excellent performance. With the recruitment of new employees as change agents, the process of transformation will be re-energized to achieve the desired results. The company also lacks diversity, the number of women employees and recruiting of more women could bring in the necessary drive to steer the firm to new heights. {H}    

  • Managing Resistance

For the Dunbar staffs inside the system that is experiencing transformation or change, opposition is a strong reaction to changes with anonymous consequences. Consequently, resistance to the company transformation ought to be anticipated and accepted with respect. Opposition may be the consequence due to inadequate information. Cautious preparation and creating awareness on the rationale for the changes, the genuine transformation that will transpire, and the projected results can assist in turning change resisters into partners. Recurrently, examination of the resistance provides clues about what training is still needed. Resistance can take many forms, including scapegoating, cancellations, denial of problems, silence, intellectualization, infighting, and renegotiating of the contract. The general approach is to simply label resistance for what it is and then discuss it. Some specific approaches include:

  • Enlightening those concerned on what to look forward to;
  • Pay attention and approving some points that are legitimate;
  • Thanking the resistor for his or her contribution;
  • Provide the staffs with authorization to resist (it is not nearly as much fun when you have permission);
  • Offering guidance on win/win conflict resolution;
  • Faced with resentment, the team leader  must be frank—by cutting through opinions;
  • Relabeling antagonism as considerate on the business;
  • Be adamant that staffs use “I” in their contributions (“I think,”), instead of  “we”;
  • Creating a “no escalation clause” (no staff will escalate conflict when it takes place);

                          Conclusion

The study has provided a comprehensive explanation of numerous changes that are intended to take place at Dunbar mirco-engines. It also talks about the reasons for the change in the company to guarantee efficient operations to avert stressful working conditions within the firm. The organizational change management is essential as there has been a significant deployment of the internet for managing businesses. The changes mentioned will be instrumental in aiding Dunbar mirco-engines to identify and define its target market and consequently find ways of achieving excellent results. Besides, the paper discusses ways Dunbar mirco-engines can use Kotter’s 8 step strategies which aspire to offer a good atmosphere for the smooth change of the management process.

References

Kotter, J. (1997). Leading change: A conversation with John P. Kotter. Strategy & Leadership, 25(1), pp.18-23.

Morris, R. (2012). Creating a Sense of Urgency. BioScience, 62(11), pp.992-994.

Brunton, P. and Thornton, L. (2004). Communicate your vision to stay ahead of the game. Early Years Educator, 6(6), pp.57-58.

Stamm, P. (2010). Change Management: The Analysis of J.P. Kotter’s eight steps. Munchen: Verlag.

Leadership Thoughts. (2018). Successful Change Management — Kotter’s 8-Step Change Model. [online] Available at: http://www.leadershipthoughts.com/knowledge-articles/kotters-8-step-change-model/ [Accessed 8 Jan. 2018].

Appelbaum, S., Habashy, S., Malo, J. and Shafiq, H. (2012). Back to the future: revisiting Kotter's 1996 change model. Journal of Management Development, 31(8), pp.764-782.

Auguste, J. (2013). Applying Kotters 8-Step Process for Leading Change to the Digital Transformation of an Orthopedic Surgical Practice Group in Toronto, Canada. Journal of Health & Medical Informatics, 04(03).

Paul R. Lawrence (1969) How to Deal with Resistance to Change, Harvard Business Review

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