Managing the change process is vital for every organization. Change is necessary, but it results in disrupting the existing working conditions and employee mindset in a firm. Leading change is an aspect that Paul should have ensured to prevent the problem in the company. Paul and his immediate subordinates implemented changes in the workstations of the production division. However, rather than realizing the desired results, the production rate went down and some employees quit.
Before, implementing the new changes, Paul should have communicated to the employees about the modifications. He should have explained the reasons and the advantages that the new equipment would bring to the firm (Burnes, 2004, p. 78). Besides, employees should have been trained on how to use the new equipment. Since it was a change in the production department, Paul should have identified key people to help facilitate the process. It would have ensured that employees are aware of the changes and are motivated (Carnall, 2007, p. 57).
Paul has also discovered that the some of the ways that the employees could be motivated is through financial incentives and training. Since before the changes Paul did not facilitate the transition, he has to handle the issue with declining production. Firs, he should implement training programs to ensure that all employees have the knowledge and skills to operate the new equipment. It will reduce the number of defective products. Secondly, Paul should acknowledge that the change process was handled poorly and motivate the employees. Using financial incentives is a critical drive. Paul should design a reward program pegged to the production of employees and their ability to produce quality products (Sutton Jr, Heimbigner, and Osterweil, 2011, p. 370).
Burnes, B., 2004. Managing change: A strategic approach to organizational dynamics. Pearson Education.
Carnall, C.A., 2007. Managing change in organizations. Pearson Education.
Sutton Jr, S.M., Heimbigner, D. and Osterweil, L.J., 2011. Language constructs for managing change in process-centered environments. In Engineering of Software (pp. 361-382). Springer Berlin Heidelberg.
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