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Initiating Change: It's the People, Stupid
Abstract
The present case study deals with the multiple organizational issues faced by a mid-sized retail firm. The case study is based on real-life experiences encountered by a newly appointed HR manager while introducing initiatives to bring about change in the overall organizational culture, how she faced resistance from the existing employees, and what she did to make change ‘a way of life’ in the company. The case study, which is fictionalized, discusses how Shop-n-Shop started from humble beginnings in 2000 and grew to a mid-sized company in Hyderabad, necessitating a new perspective on managing employees. |
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Issues
The case is structured to achieve the following teaching objectives:
- To understand the importance of making an organization ready to accept change
- To understand the process of bringing about change into an organization
- To understand the application of John Kotter’s 8 step plan for implementing change in an Organization.
- To learn to identify different personality styles through individual working patterns
- To understand the importance of Person-job fit
| Contents |
| Introduction |
| About Shop-N-Shop |
| The Interview |
| Initiating Change |
| Resistance |
| A Candid Conversation |
| To The Brink And Back |
| Looking Ahead |
Keywords
Organizational behavior; Organizational change; Human Resource Management; Change management; Process for leading change; Personality; Big Five personality model; Personality styles; Person-Job fit; Organizational culture; Performance; Role play
