The Great Game of Life Program at Simmons Analytical Essay by scribbler

The Great Game of Life Program at Simmons
Reviews and recommends how the Great Game of Life (GGOL) program should be commenced at Simmons Bedding Company in Charlotte, NC.
# 152603 | 1,035 words | 3 sources | APA | 2013 | US
Published on Mar 28, 2013 in Business (Companies) , Business (Management) , Business (Human Resources)

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This paper argues that, during the immediate future when its time and resources must be used to increase Simmons stability as a company, the first efforts for the implementation of the Great Game of Life (GGOL) program, an overall cultural change, should be the preparation stages, but the company should not invest its retirement funds into this endeavor. Nonetheless, the paper reviews the business model of GGOL to be initiated at Simmons, which hypnotizes that profitable organizational growth comes from meeting the needs of satisfied and loyal customers by creating a committed, cooperative and creative organizational culture and a leadership team that empowers and serves the workforce. The paper recommends the specific steps for preparation for the implement of GGOL and the management of the emotional aspects of these changes.

Table of Contents:
Not Completely Now
The Objective of the GGOL Program
Influence of "Charlotte's Pride" Video
Implementation of the GGOL at Simmons
Management of Emotional Aspects of Change

From the Paper:

"Whenever change is implemented, it generates strong emotional responses, and the most relevant example in this sense is offered by the negative reactions of the staff members. When the organizational employees are presented with the impending change, they will generally reveal strong negative responses. In other words, they will manifest high levels of reticence to change. And the most forwarded reason for this reticence is given by the generalized fear of the unknown.
"While this reticence is generally associated with the majority of the staff members, it must also be stated that the responses vary based on the features of the specific employee groups. Younger staff members for instance are more open to change as they feel it would support their professional formation. Older employees however are looking to do their routine current job into retirement and do not welcome the change.
"Regardless of the source generating the reticence, the fact remains that the emotional responses to change can be addressed and redirected through open communications with the employees. Within these conversations, the staff members would be informed of the necessity for change, as well as of the benefits the change would generate for them, such as reduced and simplified workloads. In other words, it is necessary to inspire the change."

Sample of Sources Used:

  • Casciaro, T., Edmonson, A.C., 2007, Leading Change at Simmons (A), Harvard Business School, May 3
  • Casciaro, T., Edmonson, A.C., 2007, Leading Change at Simmons (B), Harvard Business School, May 3
  • Spector, B.A., 1989, From Bogged Down to Fired Up: Inspiring Organizational Change, Sloan Management Review, Vol. 30, No. 4

Cite this Analytical Essay:

APA Format

The Great Game of Life Program at Simmons (2013, March 28) Retrieved January 28, 2022, from

MLA Format

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