Morgan Williams PLC

What is the problem?Referring to “Morgan Williams PLC” case by Dr. Alison Rieple, Cranfield University, the main problem that caused the issue is ineffective and weak driving forces being imposed by the top management in order to influence post merger organization change.

Organizations have evolve and come to be seen as dynamic, coping systems, the concept of how they change and methods by which they manage change, has continued to be refined. Managing a process of change in an organization can be a highly complex task and is often essential for effective organizational development. The environment of today's organizations has changed a great deal. A variety of driving forces provoke this change. Increasing telecommunications has "shrunk" the world substantially. Increasing diversity of workers has brought in a wide array of differing values, perspectives and expectations among workers. Public consciousness has become much more sensitive and demanding that organizations be more socially responsible.

As a result of the above driving forces, organizations were required to adopt a "new paradigm," or view on the world, to be more sensitive, flexible and adaptable to the demands and expectations of stakeholder demands. Many organizations have abandoned or are abandoning the traditional top-down, rigid and hierarchical structures to more "organic" and fluid forms.

Today's leaders and managers must deal with continual, rapid change. Managers faced with a major decision can no longer refer back to an earlier developed plan for direction. Management techniques must continually notice changes in the environment and organization, assess this change and manage change. Besides, managing change does not mean controlling it, rather understanding it, adapting to it where necessary and guiding it when possible. On the other hand, managers can't know it all or reference resources for every situation. They must count on and listen more to their employees. Consequently,