Unit 3 Case Study

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Feb 20, 2024

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Unit 3: Case Study Department of Healthcare Administration, Park University HRM636: Change Management and Conflict Resolution Professor. Sheriley Smith November 5, 2023 Case Study 7.1: Site Security and Secure Escorts

Introduction Based in the Netherlands and registered as a security services provider in the UK, Site Security and Secure Escorts (SSSE) recently brought on a new CEO in an effort to expand the company and increase profitability. Following his appointment, the CEO chooses to perform a SWOT (strength, weakness, opportunities, and threats) analysis to determine areas that need to be addressed in order to complete the duties at hand. The CEO, SSSE management, and outside consultants collaborate to create a reform plan that will keep the company afloat and inspire its staff, based on input from frontline personnel. The CEO brought with him prior experience, which he will utilize to make strategic management choices that will guarantee the success of SSSE. The main steps in diagnosis and involved at each stage. The CEO examined the organization's present threats and gave them special attention during the diagnosis phase (Hayes, 2018) this is a crucial step in Kotter's integrative model of organizational dynamics, which is the information gathering stage. The model consists of three stages that need to be taken into account. Each stage builds upon the others; for instance, the organization needs to consistently accomplish short- and medium-term success in order to attain long-term success. The CEO gave this material to his top management team and asked them to review it after the "whole review" was finished. After that, the management team determined that there were further concerns that needed to be investigated. Members of the operations team—the site supervisor and site director—facilitated this process. In addition, after the supplementary inquiry was finished, the management team hired an outside consultant to handle important problems that necessitated redesigning some positions. After these modifications were proposed

and later rejected by the organization's staff, the diagnostic had to proceed through an additional phase (Sabino, Reis Neto, Morais & Santos, 2021). Using his prior management experience, the CEO engaged the workforce to gather information that might have gone unnoticed by the team. He also redirected his focus from the "whole" diagnosis to a more focused approach of identifying the underlying cause of the unsatisfactory employee feedback. Eventually resulting in the diagnosis being "re-ignited" inside a certain department of the organization in order to bring it into line with the rest of the organization. When making decisions that will have a big effect on the workforce, managers should take those impacted by the changes into account. In this instance, when making decisions that will significantly affect the workforce, the CEO was (at first) ignorant of the bad culture, low job satisfaction, and changes. In this instance, the CEO was not aware of the subpar work environment, low job satisfaction, or the employee's perception of low pay at SSSE. Anything that influenced the CEO paid attention There were consequences for poor performance and a top-down management style at SSSE. Once the new CEO realized that the process had failed and that underpayment and dissatisfaction among the staff were contributing factors, their performance at work suffered. With years of expertise under his belt when he took over, the CEO was able to shape the sector he concentrated on. Taking into account his prior knowledge and the necessity of condensing information in order to make decisions, this may be viewed as his own implicit theory or conceptual model (Hayes, 2018). In addition to the intrinsic ideas he developed, the CEO's primary areas of focus were impacted by the conclusions of the top management team, the operations director/supervisors, and the employees.

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