Initiating Change in the Manufacturing and Distribution Division of Case Study

Initiating Change in the Manufacturing and Distribution disagreement of PolyProd on page 241-246 in the Cummings & Worley tex - show window Study ExamplePolyProd is an epitome of failing to upgrade existing information management practices. The Manufacturing and Distribution Division (M & D Div) is in dire need for change initiation. thither is a serious gap betwixt the actual thing the company ought to do and what it really does. The M & D Div is riddled with strong ambition to large-scale or externally initiated change. The organizations headquarter s is characterized by conservatism and unwillingness to change. It is in addition still wobbling from swift growth that has caused its transformation into universal business center. Lastly, the headquarters suffers from cultural discontinuity. There is extremely high cost of connection among the headquarters and subsidiaries (Cummings & Worley, 2009).The causes of M & D Divs backup problems are numerous and intertwined. The top m anagement tried to upgrade documentation quality in the past. The slaying of the change was incomplete leading to the collapse after some early triumph. This happened because the organizations modality never supported the change. The project social and technical features were not adequately incorporated (Cummings & Worley, 2009). Poor coordination between headquarters and local sites contributed to insufficient organizational climate change. Documentation was also deficient of trained and experienced staff (Cummings & Worley, 2009). Organizational structure and culture played huge role in change carrying out failure. The case study is crucial in understanding the complexity of implementing change in large organizations, curiously technology-oriented