case study: Because of downsizing and layoffs at his regional office, Paul now h
ID: 346942 • Letter: C
Question
case study: Because of downsizing and layoffs at his regional office, Paul now has a new department to manage. Previously he had managed the claims department but now he has been assigned to manage the sales department as well. Both departments were hit by the recent layoffs and are still reeling from those changes. Now he has to merge both departments into one unit. He also had a lot to learn because it has been many years since he worked in sales. You are Paul, and you need to understand and unify two separate departments into one entity.
Q1. What could Paul do to help forge a strong and unified team in the company in the days and weeks to come?
Q2. Post the merger of the claims and sales departments, how can Paul ensure that the objectives, values and standards of this new department are in accordance with the organization's strategic direction?
Q3. Furthermore how can he facilitate linkages between organizational objectives, values (including ethics) and standards and the responsibilities of relevant groups and individuals in the newly formed department thus created after the merger?
Q4. To ensure that the transition of people and processes to the new department formed is absolutely seamless, how can John pursue this change through a structured change management process?
Explanation / Answer
Answer:
Clubbing of Departments: Because of downsizing and layoffs at his regional office, Paul now has a new department to manage. Previously he had managed the claims department but now he has been assigned to manage the sales department as well. Both departments were hit by the recent layoffs and are still reeling from those changes. Now Paul has to merge both departments into one unit. Paul had worked in sale in past.
Now I am Paul, and I need to unify two separate departments into one entity.
Q1. Answer: Paul can plan for following actions to make a strong and unified team in the company in days and weeks to come as below
Q2. Answer
Post the merger of the claims and sales departments, Paul can plan to ensure that the objectives, values and standards of this new department are in accordance with the organization's strategic direction as below
Q3. Answer
Furthermore Paul can facilitate linkages between organizational objectives, values (including ethics) and standards and the responsibilities of relevant groups and individuals in the newly formed department created after the merger as below
Q4. Answer
This change can be managed through a structured change management process as below
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