Organisational Behaviour Case Page 644

405 Words2 Pages
In this case there were some forces that have been implemented in order to make the change process smoother. Firstly, it was done through education and communication. On the other words the corporation communicated the logic of a change so their employees received the full facts and the misunderstandings were cleared up. For instance; at the beginning of 2002, the owners gathered 30 of their top managers in a retreat to define the corporate culture in the coming years. The team succeed in the drafting a mission that enlarged the scope of the corporation’s activities to “reach out to millions of consumers in the Levant and North African countries.” They also adopted a set of corporate values that were disseminated to all other employees through workshops and group discussions. The second forces were by developing positive relationship. Indeed those who had a more positive relationship with their supervisors and who felt that the work environment supported development were more positive about the change. Furthermore in this case the corporation’s core values revolved around trust, respect, sharing, and courage with specific set of expected behaviour for each value. For example, under the value of courage embracing change was selected as the main behaviour for individuals who aspire to succeed in their careers. Thus, the employees were invited to accept rotation in their assignments every 4 to 5 years throughout the region where the corporate operates. Thirdly, the corporation used participation as the forces to help in making the change process smoother. Assuming participants have the expertise to make a meaningful contribution; their involvement increases the quality of the change decision. Moreover to conduct business in the MENA region, it is legal requirement that local partners and the employees be engaged. But some managers were reluctant to relocate outside

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