Change Management: A Case Study

Paper Summary:

The paper relates that Good Sport's research and design department has conceived of a new product and must convince both sales and marketing and production to actively embrace the new product. The paper discusses how the process of gaining such support and approval, together with existing organizational barriers, does not bode well for Good Sport in the long-term. The paper suggests change management strategies and initiatives.

Outline:
Good Sport Overview
Power Structures
Change Management Strategies
Leadership Style

From the Paper:

"Good Sport is an athletic equipment manufacturer that is considering a new piece of athletic equipment. A designer with a history of successful products, Frazier O'Donnell, has conceived a new fitness device termed the XtendSport. Initial feedback on the device is positive and the potential for a blockbuster fitness trainer is a very exciting prospect for Good Sport. However, sales and marketing (S&M) is somewhat reluctant to embrace a new product and are skeptical about its marketability and sales potential. Additionally, production has expressed reservations about its ability to integrate a new product line into current production operations. Finally, Good Sport appears to have allowed its various departments to evolve into fortress type structures within the organization that may prevent new products, such as XtendSport, to be accepted and successfully shepherded through the organization."

Sample of Sources Used:

• Bass, B. M. (2000). The Future of Leadership in Learning Organizations. Journal of Leadership Studies, 7(3), 18.
• Bolton, B. (2005). Control or lead? It's your choice. Information Systems Management, 22(3), p.81.
• Bowman, R. J. (2000). Examining Six Different Leadership Styles in Relation to Constrained Change at Winona State University. Education, 120(3), 455.
• Inspire the team. (2005). Nursing Standard, 19(34), p.71.
• Pascale, R. & Sternin, J. (2005). Your company's secret change agents. Harvard Business Review, 83(5), p.72.

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