Management and University Simmons Case Essay Example for Free

Management and University Simmons Case EssayIn time of economic crisis, companies argon looking for modernistic methods to correct production and to meet the needs of a diverse workforce in order to improve or maintain the organizations profit margin in a stress globose economy. Indeed, companies atomic number 18 extremely concerned about their future, as well as, preventing closure of their establishment. SimmonsCompany is no exception.However, how does a study(ip) caller-up make those switchs when tradition is the foundation of their organization and the economic status of their confederacy is in jeopardize of folding, if the right purpose is not made? The need to allocation funds for the training and development of its and employees when study debts ar owed to the company thus, threatening bankruptcy is a problem facing Simmons Company. Accordingly, there is certainly a need to change the culture and structure of the organization, if it wants to survive a depressed economy, while some other organizations ar advancing. In so doing, the company is considering the Great Game of Life (GGOL) whose underlying purpose is to change the kinetics of an organization in order to achieve maximum satisfaction for twain the customers and employees.If customers and employees are satisfied, they are loyal, joint and creative, thus creating a culture conducive to the workforce. In order to establish such an environment, it is necessary to place its thespians by changing the attitude of each individual employed by Simpson Company. The design will be used to improve morality and empower the pull down take aim of the company in performing their individual jobs in order to improve the outcome of the company.Changes are often difficult to make and, are unremarkably resisted from the top because control of the company is centralized. The result is a poor culture and dictatorial practices. Immediate changes are normally discouraged by those in control, bu t gradual changes are encouraged, if done overtime or gradually phased into the daily operation of the company. Management must recognize that if changes are not made, their position ability be null and void for not doing so. The question is whether changing the culture of the organization is in its vanquish interest? Indeed, some changes must be made considering the state of fair of the company.There are some(prenominal) outstanding debts owed to SimmonsCompany and the debtors are threatening bankruptcy. Additionally, a major supplier has caused havoc for the production department. The need to change the culture and the way it operates is more apparent than ever before. To stay the same, means eventual failure for the company. GGOL is a great opportunity to enhance or change its culture and improve its staffs direct of expectation through effective management in order to meet the needs of todays demanding economy.As previously mentioned, the company is already experiencing a de cline in its profits margin because of its accounts receivables from customers and their major supplier has an item in the form, emitting afoul odor, causing the company to compromise production schedules and posed a serious threat to its profit margin. It would certainly influence my decision to implement GGOL at Simmons.The video was both inspirational and informative. Since diversity is a major concern for most global companies, this is not the case with Simmons. That is, it was everyday at Simmons, as well as, their enthusiasm in working with each other at the company and for the company. Their positive attitude resonated throughout the video. It is evident from the video that they work jointly and are eager to serve up others in different department, when asked to do so. Coming to work seems second nature for them.They are able to voice with the upper management areas of concerns and questions, and as such, not prohibited from doing so, which was not the case in the past. I n short, they are empowered to take on task without being micro-managed. Now, it is a shared vision by the top, middle, and lower levels of the company with one mission in mind to do what is in the best interest of company.The company should use the top-down and bottom-up design in implementing the GGOL program. However, the company should employ a professional rating team to determine which plant should be the catalyst to receive the program. After selecting the plant, the program should start at the top level of the plant because they are responsible for the day-to-day operation of the plant and if they buy into the program other levels are more unstrained to accept it. The top-level can assist in delivering the GGOL program to the other employees. The next level should be the middle level because they are responsible for inspiring the workers to work collectively towards a common goal, i.e., what is in the best interest of the plant.Needless to say, these individual are very i ndisposed(p) to change, but must be done gradual due to their commitment to the company, embedded old ticker values, and long history with the company. When the worker realizes that the change is positive, their outlook improves and this attitude has a snowball effect. That is, one worker at a time starts to embrace middle managements vision for the company. Now, the workers are willing to trust middle manager because they are open for suggestions and are encouraging empowerment of workers, unlike the past, when the decision from the top was purely totalitarianism with no questions asked or else be fired. Finally, the workers should be the last to receive the program.The middle-level can introduce the program. In so doing, it encourages team work, which will ultimately change the culture of the plant. Changes are needed and welcomed, if it benefits both the employer and employees. If this company continues to operate in a vacuum, the destiny of the company is almost emergent death with uncollectible debts arising and plant processing being restricted because of the foul odor.Emotions were running high, each level of the organization realizing the potential of closure of the company, if it did not change the culture of the organization. The old way of handling concerns and questions is imposter at best. The company would continue to experience apathy at the workplace. Thus, the $7 million dollar investiture for the training and development of personnel is an extremely prudent investment for the company.ReferencesKotter, J. P. (1994). Leading Changes. Boston, MA Harvard Business school Press. Leading Change at Simmons (A)http//gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php Leading Change at Simmons (B)http//gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-b_1e.php