Change management: Label-Park.com

Résumé du document

I chose to apply the learnings of this course in the Label-Park company in order to give it a competitive advantage. It is the company where I am undergoing my internship for more than six months now. I indeed know the functioning of the company and the implemented processes; therefore I know what impact could have on the implementation of another strategy within the company. Label-Park.com is the European shopping community for surf/skate/snow and lifestyle addicts. Label-Park.com organizes sale events with top brands from the boardsports and lifestyle industry with reductions of 30% up to 70% on store prices. Every week it offers products from a different brand for a limited time period of 3 to 5 days. As the stock is limited, only Label-Park members can enjoy such special sales. The company is growing fast all over Europe and the customers are on the rise. The managers have also a great vision for the company and one of the long term objectives is to make it competitive in the global market. Indeed after having achieved a strong leading position in Europe we will internationally expand and try to be a competitive player in the context of globalization. In this study, we are going to see the changes we could implement in the company's strategy and organization to make it more efficient in the actual context of globalization.

Extraits

[...] Change management: Label-Park.com Table of content ABSTRACT INTRODUCTION I. WHAT IS CHANGE MANAGEMENT? 1. INDIVIDUAL CHANGE MANAGEMENT 2. ORGANIZATIONAL CHANGE MANAGEMENT II. IMPLEMENTATION AND MANAGEMENT OF CHANGE WITHIN ORGANIZATIONS III. THE LABEL-PARK'S CASE STUDY 1. THE ORGANIZATION ITSELF 2. THE IMPACT OF GLOBALIZATION CONCLUSION SOURCES APPENDIX Abstract I chose to apply the learning of this course in the Label-Park company in order to give it a competitive advantage. [...]

[...] For example, within a company are always reluctant to change, so managers have to change their mind and make them think outside their personal box in order to keep moving forward and do not stay stuck because of personal principles. The second state is a period of confusion and transition where the mind does not really know what is the best choice to do but is easily influenced. This is the time the managers choose to fix things in the minds of their employees. [...]

[...] Desire to support and participate in the change 3. Knowledge of how to change 4. Ability to implement new skills and behaviors 5. Reinforcement to sustain the change” As the previous one, it takes into consideration the feeling of every human being and underlines the change that the agreement on a common goal is the key to succeed, as the motivation then comes from it. Strong skills are also needed to improve change and again motivation to sustain the effort and reach the common coal. [...]

[...] Every change engages a new beginning of this theory. Many other theories like this one argue on the subject but I agree with people that say it is a quite simple way to approach things. I will therefore tell you the 2 theory I think best apply to reality and practical life, since the practical side is what interest us today. The PCI (People Centered Implementation) developed by Changefirst, has been a learning theory which has evolved a lot since its creation by building itself trough different visions and rhetoricians that has giving them a complex approach to things that reflect better the reality than many theories on the subject. [...]

[...] And even if the change must resulting changing the vision and actions of the workforce it has to respect what they are made of in order to keep certain osmosis within the company, and so nobody has lost its fundamental and is perfectly clear and ready to act the way managers need him to act during the change implementation. Some theories say that once the right process is found, the implementation will be easy; others consider more the human relation, other again put the accent on the fundamentals driven by culture. But according to me there is no easy solution to manage change within a company. [...]