Case Study Problems Perrier Essay

1. Identify the key elements of the rejectance to variety show described in this situation.To identify the key elements of the bulwarkto heighten described in this situation, one may make use of the six Change Approaches of Kotter and Schlesinger.1The model prevents, minimizes or descreases resistance to convert in organizations. According to Kotter and Schlesinger (1979), there be four reasons that why people resist channelize, three of which are applicable to this incidentThe Parochial self-interest occurs when people are concerned with the squeeze of the change on themselves and how it may affect their own interests, rather than considering the effects for the success of the business. The union suggests this of Nestles. Jean-Paul Franc, orient of the CGT at Perrier, sees the situation differently. In regard to the companys plan to cut 15 pct of its workforce he protests Nestle foundationt do whatever it likes He says, There are men and women who work here Morally speak ing the water and the gas stored below this ground live to the whole region. 2Misunderstanding which evolves through communication problems or inadequate information. Management of a company could non agree to a decision, perhaps due to a deprivation of information of the real problem. Relating to this case it is not very clear what is causing the lower production at this plant. According to Nestle CEO dig Brabeck-Letmathe, We have come to the point where the development of the Perrier brand is endangered by the stubbornness of the CGT. Where else according to Jean-Paul Franc, send of the CGT at Perrier as mentioned before, In regard to the companys plan to cut 15 part of its workforce he protests, Nestle cant do whatever it likes.? He says, There are men and women who work here Morally speaking the water and the gas stored below this ground give out to the whole region.3Different assessments of the situation occurs when employees disagrees on the reasons why the company has to change and on the advantages and disadvantages of the process of change. This applies to the above differences in assessment of the problem and solution by the Nestlers CEO and the union head.2. Construct a change management strategy for dealing with this situation. In so doing, identify what approach (es) to managing resistance you root on and provide a clear justification for your choice.Kotter and Schlesinger set out six change approaches to deal with resistance to change. In the following we make use of four of the approaches 41. Education and Communication There is a lack of information or inaccurate information and analysis. Instead of discussing directly with the employees, that sales were dropping, the manager used a form of manipulation in form of placing the competitions bottles water e.g. Badoit Rouge in the pulverisation cafeteria, which further antagonized workers. This action was opposed to the intended motivation. One of the best ways to overcome resistance to c hange is to educate people about the change effort before change occurs. Up-front communication helps employees to see the change effort. This reduces incorrect rumors concerning the effects of change in the organization.2. Participation and Involvement This approach is useful when that the initiators do not have all the information they need to design the change and where others have significant power to resist. This is the case at Perrier, where an identification of the real problem is essential. When using this approach it allows including the employees in the problem definition as well as potential solutions. It encourages open communication. The union and Nestles need to set the same goals. When employees are heterogeneous in the change effort, they are more probably agree with the change rather than resist. This approach is likely to lower resistance and those who merely acquiesce to change.3. Negotiation and Agreement Someone or some aggroup may lose out in a change and w here that individual or group has considerable power to resist. This would be effective in dealing with the union at Perrier. This can be through by allowing change resistors to veto elements of change that are threatening. Another way is that change resistors can be offered incentives to leave the company through early buyouts or retirements in order to avoid having to experience the change effort. This approach is appropriate where those resisting change are in a position of power, like the CGT.4. Explicit and connotative Coercion This is a last resort approach where speed in change is essential. Managers can explicitly or implicitly force employees into accepting change by making clear that resisting changing can lead to losing jobs, firing, transferring or not promoting employees. Working together with CGT, Nestles can negotiate a projected percentage of increased production or otherwise the suggested number of layoffs (15%) will be required.