Organizational ChangeLeadership is not an out-of-reach thing that looms up there, something done by the people in absolute power. People do the routine thing. Its taking the initiative, states Don McAdams, Director of Member Development and discipline (Johnsonville Sausage, 2006, p. 1). Changing from a traditional organization to a transform organization affects the companys diverse workforce and the stakeholders. Management and workers must break additional skills to accommodate the changes as well as have got systems to assure that the changes are successfully implemented.
Despite differences in size, industry, and nationality of numerous transformed organizations, four common themes exist that differentiate the move and shape organizational transformations. The common themes are redefining the business and centre on the customer, teaming and supporting nonhierarchical structures, leadership and shared values, and a change in languages. These four themes occur in some form in many transformed organizations.
Johnsonville Foods, a Wisconsin sausage balloon manufacturer, is an example of a company that has changed from a traditional organizational model to a transformed organizational model. In the mid-to-late 1990s, Johnsonville Foods accepted that to become a national player, the company had to change the fancy of the word stamp (PI Worldwide, 2006). Some may believe the material boss of Johnsonville Sausage is the owner, Ralph Stayer, or the managers and supervisors. Johnsonville realized that the real boss is the customer.
This empowerment is defined as not the refine to do as we please, but to be pleased to do what is right for our customers (Lancourt & Savage, n.d., & para; 10). Ralph Stayer realized that when everyone relied upon him for decision-making, he was creating a roadblock to growth (PI Worldwide, 2006).
At Johnsonville Foods, the company calls the employees members. The members belong to trio team groups, which consist of product performance teams, customer focus...
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