The Grayson Chemical Company

The Grayson Chemical Company I. Problems A. Macro 1. Grayson has become stagnant, failed to change, and is no seven-day competitive. 2. The current people at Grayson are not acceptable to change. 3. thither is a culture of doing things by the book. B. Micro 1. Inadequate managers promoted. 2. Board does not have a consensus of opinion. II. Causes 1. Grayson has not been proactive with its environment. 2. Corporate culture is in truth resistant to change. 3. Board does not speak with one voice.So undefiled organisation is somewhat disorganized in its operationsno clear path or focus III. Systems affected The entire organization is affected. The organization is soothe functioning however, to be a healthy company and to grow, changes are needed. 1. morphological with major changes, the structure could be radically altered. 2. Psychosocial status quo and contentment seems to be prevalent among management. 3. Technical there is evidence that managers are fairly competent technical ly, but this may not be enough to make the kind of changes that Grayson requires. . Managerial the management currently seems to be comfortable in their positions and performance. The changes that tom Baker may initiate would likely create turmoil in the management ranks. 5. Goals and values the system seems to value putting in your m and you will get promoted. Excellence in performance is something not save at Grayson, but complacency seems to be prevalent. IV. Alternatives 1. Maintain status quodo nothing. 2. climb up a pathfinder style, involve panel, and organization members in renewing the company. 3. Develop a persuader style and avoid rocking the boat by fashioning gradual or slow changes. V. Recommendations Develop pathfinder style, involve entire corporation in change process. Establish open communications with board and establish a consensus on what the board wants/expects/desires. Since incompetent managers have a great deal been promoted, personnel changes shoul d be made after thorough analysis of personnel.