“Initiating Change in the Manufacturing and Distribution Division of PolyProd on page 241246 in the Cummings &amp

Worley tex"Initiating Change in the Manufacturing and Distribution Division of PolyProd PolyProd is a giant engineering corporation faced with change management concerns at divisional level. Manufacturing and Distribution Division of the company has to handle sophisticated information management system subjected to enormous amount of data, information as well as knowledge. Managing sophisticated information system has started to impact on some of the company’s abilities to keep abreast with altering business climate. Manufacturing and Distribution Division is faced with the task of implementing change management strategy so as to sustain both internal and external change thrust (Cummings &amp. Worley, 2009).
PolyProd is an epitome of failing to upgrade existing information management practices. The Manufacturing and Distribution Division (M &amp. D Div) is in dire need for change initiation. There is a serious gap between the actual thing the company ought to do and what it really does. The M &amp. D Div is riddled with strong opposition to large-scale or externally initiated change. The organization’s headquarter s is characterized by conservatism and unwillingness to change. It is also still wobbling from swift growth that has caused its transformation into universal business center. Lastly, the headquarters suffers from cultural discontinuity. There is extremely high cost of connection between the headquarters and subsidiaries (Cummings &amp. Worley, 2009).
The causes of M &amp. D Div’s documentation problems are numerous and intertwined. The top management tried to upgrade documentation quality in the past. The implementation of the change was incomplete leading to the collapse after some early triumph. This happened because the organization’s climate never supported the change. The project social and technical features were not adequately incorporated (Cummings &amp. Worley, 2009). Poor coordination between headquarters and local sites contributed to insufficient organizational climate change. Documentation was also deficient of trained and experienced staff (Cummings &amp. Worley, 2009). Organizational structure and culture played huge role in change implementation failure. The case study is crucial in understanding the complexity of implementing change in large organizations, especially technology-oriented change.
Reference
Cummings, T. G., &amp. Worley, C. G. (2009). Organization development and change (9th Ed.).Mason, OH: Cengage.