Sunflower Critique

1114 Words5 Pages
Regarding to the Sunflower Case, the high competition to get more market share among distribution companies makes Sunflower to consider decreasing cost together with controlling quality. By this changes, Albanese was employed by Finance department to be the director of pricing and purchasing. Unintentionally, she failed in handling changes at Sunflower since the first step because all regions did not send her notices about local price or purchase changes. Without building a readiness for change to the regions, she just initiated her plan, talked to her superior, and announced new procedures to the financial and purchasing executives in all regions. She did not thoroughly evaluate a capability to change of the regions that have particular people and resources. Albanese ignored the different cultural contexts in each region that have distinct needs and methods to solve the problem. Moreover, she did not assess capacities of the change agents whether they are able to apply a plan and make it effectively. Albanese believed that using new procedures to control price and purchase was the only way to keep standard, but, in fact, it was likely an inaccurate diagnosis. As Albanese was trying to set new pricing and purchasing standard across regions, new procedures could not make changes efficiently. She intended to implement her plan before the peak holiday season because she thought that this policy would help company to standardize operations and maintain the quality of products in time. However, it turned out that the way she implemented procedures was kind of forcing the regions to follow her plan. She mainly communicated via e-mail to all financial and purchasing executives to tell that this policy would be effective within four months. She never listened to concerns from the regional managers or gave them a clear answer of their question during the meeting. All

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