Because of the competitive advantage that White Cap had focused n, “Total System” it made it difficult for them to compete when their competitors reduced their prices. White Cap was also behind on product innovation as well. While competitors were marketing plastic cap closures, White Cap did not think that it would take off. Unfortunately, they were wrong. One of the major problems that Browning faced was the culture at White Cap. It was a family-style culture that relied on long-term loyalty from their employees and in return they offered job security.
Their management style was paternalistic. The problem with this style and culture is that people get et in their ways and comfortable. Any type of change could cause chaos throughout the company. Therefore, Browning must be careful about the changes that he is implementing in order to keep the peace within the company. This is why he wants to bring in the former owner of the Company, Bob White. Many of the employees who worked there now were there when Mr. White ran the company. Mr. White was looked at as a paternal figure head.
If he is on board with the changes then it will make it easier to convince the employees that the changes are necessary. Another problem for Browning was Jim Stark, who was the director of arketing. Mr. Stark relationship with his staff was not strong, and he lacked the ability to bring forth their team spirit. Unfortunately, Browning was placed in a difficult position when Stark’s boss approached him and requested to give Stark a chance. Relieving a manager from their position was unheard of at White Cap, but in order to make positive changes you must do away with negative aspects.
Lastly, Tom Green who was a manager in the human resource department posed as a problem as well for Browning. Green was very comfortable in his position, and the older managers in the company were also comfortable with im. He helped to maintain the old culture at White Cap. However, Browning realized that Green was dead weight. He offered not constructive ideas, and seemed to do a lot of delegating. A great deal of the managers just seemed to work around Green. So this could be another potential manager that he could relieve of his position.
The bad thing about it would be that White Cap would be losing a valuable information source if they did that. Once again Browning would be stuck between a rock and a hard place. 2. What should his change objectives and time frame be? Objectives: Revitalize White Cap’s strategy to address the changing market environment. This should be done as soon as possible. I would say anynhere within 3 months to 1 year. This would be considered a short-term goal. It is important that the company can position itself with the changing market; otherwise they will no longer be able to compete within the industry.
Change the company culture. This objective will not happen overnight, and will need the assistance of all of management in order to make it possible. I would give this a timeframe of 3-5 years. This would be considered a long- erm goal. You will need this objective to be in place in order to successfully conduct the next objective without creating chaos. Streamline departments, and “trim the fat” from the organization. It seems that many of the managers have become too comfortable in their positions.
In doing so they lack motivation and passion to succeed. Therefore, their positions and salaries should be reviewed. Many of them have been working at the company for 25 plus years, and therefore have reached their salary cap. By eliminating “dead weight’ managers you’re not only allowing the pportunity for internal employees to move up, but you are also able to higher them at a less expensive salary. This objective should not be attempted until the company culture has been changed enough where they will accept these changes. . What qualities are most needed to be a successful change agent? A change agent is somebody or something that brings about, or helps to bring about, change. They act as a catalyst for change. Some of the qualities of a successful change agent are, clear vision, effective communication skills, patience-passion-persistence (the 3 p’s), to lead by example, and trust. Clear vision: In order for change to successfully take affect people need to know exactly what is changing. A clear, well defined vision is needed for this.
This does not mean that the vision may not change throughout the journey, but you need to at least begin with knowing what you hope to achieve, how you hope to achieve it, and when you hope to achieve it by. For example saying that you want to be a leader in the insurance industry is not sufficient. You need to specify what you mean by leader. Do you want to be a leader in price, differentiation, or focus? Also, do you want to be a letter in all epartments or specified lines of business? How do you plan on becoming a leader? Lastly, when to you want this goal to be achieved by?
If you fail to set a clear date then you could infinitely be working but never fully achieve that goal. Effective communication skills: It is absolutely critical that you communicate the change effectively to all those who it affects, and even those who it may not affect. Communication is the key to having change be successful. If you cannot communicate your vision clearly then it is useless. Many great ideas and visions never succeed because people were unable to communicate hem to the masses correctly. It is not just what is being communicated, but also how it is being communicated that is important.
What medium will you use to get your vision out, and how often will you communicate that vision? If you fail to communicate effectively then your change may also fail as well. Patience-Passion-Persistence: Change typically does not happen overnight, therefore patience is necessary. You need to understanding that people typically do not like change, even when it is for the better. Patience is a key element to effective change. You do not want to force people into a situation gainst their will, because then they will forever be reluctant to accept the change.
A change agent needs to remain passionate about the change throughout the entire process. If they lose that passion then they may lose their followers as well. Their passion will help to drive the change to completion. Being persistent is also very important. In my experience if you are not persistent and keep on change then it will typically take to the back burner. Simple check-ins and follow-ups are very necessary. Setting small goals and checkpoints along the way could help a great deal, especially when the hange you are looking to accomplish is large and over a long time span.
To lead by example: If you want people to change, then you must be willing to change yourself. In other words, if you are going to talk the talk, then be prepared to walk the walk. People will be more willing to change if they see that you too are willing to change. It is also a good idea to get management to be on board with the change as well. People typically look up to management as a type of role model. If they see that you and the rest of the management are not really into the change and just want the employees to change, then hey will most likely follow your lead and not your word.