Sunflower incorporated

The head office and regional office can discuss together how to plan the changes programs and how well implement it. During the next few days, replies came in from most of the regions.

what might albanese have done differently? what should she do now?

Albanese simply implemented the change without foreseeing the effects it would have. Regional executives seemed to be following usual procedures for that time of year.

The first issue is what are the major reasons for variation in profit across regions. Lebanese overlooked the importance of getting the region managers to buy in on the new process so that they would not only follow the procedures but also encourage their employees to do the same. She had so many things to do at headquarters that a trip was impossible. To observe structural and contextual variables in an organizational situation. He agreed, so they submitted a formal proposal to the president and board of directors, who approved the plan. A study in Finland found that Peat, which is high in humic acid, when used as poultry litter it was quite effective in controlling ammonia. The head office encouraged each region to be autonomous because of taste and practices, the management found that highly profitable regions were sometimes using low-quality items to boost profit margins and increase the market share. With low quality items becoming an issue, Lebanese addressed price only and did not appear to diagnose how to correct quality control. The company purchases and distributes salty snack foods and liquor to independent retail stores throughout the United States and Canada. This indicates that Albanese has not been an effective Organizational development theory tells us that change, in order to be effective, must be led and managed. For this very reason, the regional executives with profit must have been reluctant to change their procedure.

Sunflower has one corporate office and the company is divided into twenty-two regions. The company purchases and distributes snack foods to retail stores across North America.

Albanese discussed the proposed policy with Mobley. Albanese believed that the only way to standardize operations was for each region to notify the home office in advance of any change in prices or purchases. This practice could hurt Sunflower?

sunflower incorporated case study pdf

If that were the case, cooperatives would not play such an. Salty snack foods include corn chips, potato chips, cheese curls, tortilla chips, and peanuts.

Sunflower case study

Fifth, data analysis was done inappropriately, no follow-up actions were taken to confirm the real problems. Motivating Change: The regional executives with profits were doing absolutely fine with their operations. From Albaneses side, nothing was done to influence the regional executives into accepting the change. Hiring of Agnes Albanese from the finance department of a competing organization as the Director of pricing and purchasing. So, the organization should take change actions building on the cause of the ineffective organizational changes. For a change to be effective identification of the key players whose support is required for success is an important aspect to be fulfilled but Albanese refused to visit the regions to discuss the purchasing and pricing policies with the executives giving the reason that the trips would be expensive and time consuming. Developing Political Support: Albanese was the change agent. Hire Writer However, Statesman failed to carry out the next step In entering and contracting and while he defined the problem, he did not establish a collaborative environment and instead simply fired off memos and notified parties Involved through a company newsletter. Sustaining the Momentum. Albanese has been appointed as a director for pricing and purchasing and is reporting directly to the head of the finance department. The head office encouraged each region to be autonomous because of taste and practices, the management found that highly profitable regions were sometimes using low-quality items to boost profit margins and increase the market share.

Agnes Albanese was hired from the finance department of a competing organization. In addition, he should have realized that execution of such an implementation could never take place on such a tight timeline.

how well did albanese manage the pricing and purchasing changes at sunflower

Albanese refused, saying that the trips would be expensive and time-consuming.

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Sunflower Incorporated management Essay Example