baber makayla

Week4:

1. -. Establish a sense of urgency: Provide the union strong facts from the threat of closure of the factory inviting them to exam the potential to continue open and the opportunities, based on the market conditions and competitiveness reality, statistics, etc. Expecting with this that the union can see the logic of change and the urgency to take action as soon as possible.

-. Form a powerful guiding coalition: Once the union accepts. Invited the employees with more seniority and a level of influence with others to attend the meetings. Offer them a range of support, coaching, counseling and training to be prepared to answer any concerns of their coworkers. So that together with managers and the union can deliver calmly to the employee by memos, group presentation and reports; the actions to be taken based mutual trust and credibility.

-. Develop and compelling vision

Develop a program to provide support to employees’ by group presentation, reports or one by one the expecting outcomes with the new strategies.

2. Three tactics to overcome union leader resistance

-Communication: Resistance can be reduced through communication to help them see the logic of change. The source of resistance lies on misinformation or poor communication: if employees and the union receive all data and clarify any misunderstandings, the resistance will end.

-Participation: offer the union and employees to be involved in the decision process and find alternatives. Here participants have the ability to make a meaningful contribution, their involvement can reduce resistance, obtain commitment, and increase the quality of the decision to change.

–Coercion-negotiation: I will be forced to close the manufacturing plant if the employees and the union don’t come to a an agreement to the alternatives to keep the company open.

Week4-2

Resources rigidity: Digital photography eliminated the tendency to print photos.The kodak paper was not used, film rolls and film processitng was not rentable, Kodak was not leader in the market participation of digital images. Kodak did not move into the digital world well enough and fast enough. Not until 2003 when it revenue didn’t have grow, the company stopped investing in th ephot films business and dedicated to use the resources in a company of digital growing.

Routine rigidity: Kodak was trying to reinvent itself by focusing on printers but unfortunately their results never reached the success it had in the business of selling films for photographic machines.

Kodak’s story is a clear lesson that teaches us the of every business idea to constantly reinventing and adapting to the changing world and technology.