The entrepreneurial culture of innovation is the engine which propels the day to day activities of a business and rests on the fundamental principles of making and remaking of workable ideas in the business cycles. Business managers are normally captivated by ideals and techniques that are geared towards maximizations of profits and sales, while at the same time they have to ensure that costs are maintained at minimal levels. This is a clear reflection on the steps undertaken by the management of Castleblane its managers focus mainly on expansion the scope of the business and its market value (Spinosa, Flores, & Dreyfus, 1999).
Right mix of factor inputs have been integrated and interacted to achieve the optimal levels of benefits in any production entity. Castleblane Corporate executive are result oriented, and as a result, they have been forced to work round the clock to engineer changes that tend to deviate from the conventional business working culture and practices .By injecting and adapting new ideas with strong anticipation ‘they’ will turn around Castleblane to the right direction. On the other hand, there is little or no attention has been put in place to address the welfares of the employees, the paradox is that the mentioned change has brought about undesirable ‘change’, wider cracks are evident as the two groups have emerged in the work force. Its detrimental impact may trickle down to the wider spectrum of the firm’s operations (Kotter & Kotter, 2000).
Like a human body, which is characterized by many imperfection, entrepreneurs and corporate managers who head businesses in a competitive environment, are faced by a common scenario that is characterized by entry and exit of firms in the industry due to poor performances. Managers have to perform accurate diagnosis of the ‘disease’ and apply the right principles of cure in order to stay afloat, and ensure the firm’s primary objectives are met. As viewed in the case of Castleblane, they have to seize every refine opportunity and apply the appropriate package of change so that the product they offer to the market will have an edge over their competitors. However the change package instituted by Castleblane is characterized by imperfections that seem to assert the firm’s place and contributions (Kotter & Kotter, 2000).
Human society falls short of ideal scenario by far; hence creativity has enhanced rationalization of cultures and practices. Castleblane as a production entity has not been spared. In their bid to resuscitate it, the management has injected its operation strategy from Disney corporations and a mix of other business strategies. This is in order to maintain a balance at acceptable reasonable levels. This balance is only fragile; Zeta group has not fully exhausted all avenues that are likely to streamline the capacity of both old and new workers to adapt. Nowhere is it mentioned that Castleblane employees can the shares and stocks of the firm. This will raise their contribution and entitle them to the ownership of a given fractions of the firms assets (Haas, 1991).
Response to change varies from one society to another. Individuals who are favored by the elements of change may appreciate and embrace it holistically, those who are adversely affected may resist from the word go and those on whom it has no impact may choose to remain indifferent. With the acquisition of the loss making, Castleblane by Zeta leisure group, we expect the new owners to put in place a new management team in place and phase out the old guards, instead, the owners have concentrated on streamlining the operations of their business entity, and to improved on the market values of its products through diversified aggressive marketing strategy .i.e. product launches, conferences, exhibition and repackaging of its product in the market (Kotter & Kotter, 2000).
To ensure non distortions in the coordination of its day to day activities, Zeta leisure group decides to retain employees but undertake to progressively introduce strategic measures like splitting the operations and marketing section in to two (operations and marketing) as well as injecting in new blood of an Irish decent to head the marketing department .Along side this changes, six other sections are introduced to support the general manager, This is received well by the employees, despite the fact that its parallel to the working culture between the Castleblane and Zeta group (Haas, 1991).
According to Spinosa, Flores, & Dreyfus (1999), specialization is a key management principle that focuses on assigning appropriate tasks to specific individuals. The move by Zeta leisure group is meant to reduce work load previously shouldered by one person and facilitate inter-linkages between departments as is seen in the smooth coordination between heads of golf course and castleblane Estate and cordial working relation between the human resources director and the small human resources department (Spinosa, Flores, & Dreyfus, 1999).
Castleblane applies team work in managing its employees; this is clearly done through staff meetings that are supposed to foster consultations among the staff. In one of the meetings, Mr. Ray conferred to the staff members that Castleblane has moved from traditional mode of operations and diversified its activities in the leisure and recreation industry. This announcement seemed to good news to a section of staff members, i.e. the newly recruited workers. They are enthusiastic, and are looking forward to be inculcated in the new work force. On the hand, the long serving employees appear to be indifference to the changes, even with introduction a new business culture of leadership from Disney Corporation. It’s obvious that the new system of leadership is meant to boost and increase the morale of new employees by instilling positive attitude on them making them focused and eager to work on their new assignment (Gilmore, 2003).
Bradford and Burke (2005), elaborates on the need of reinventions of new approaches in the organizational development that facilitate good workings relations within the office environment. This technique has been used to facilitate cohesion between the new and the old guards and in the long run ensure smooth working relations, and hence minimize on teething problems. However Castleblane has failed to read the mood of the old employees. It does not bring in a stimulus package that is supposed to capture their dull minds and shade a ray of hope in their plight and perhaps maintain them in an optimistic mood (Kotter & Kotter, 2000).
A sudden and drastic relocation by Castleblane to the new modern super complex appears to be disgusting to the old castleblane employees, gauging from their remarks, the situation is worrying, because; they are previously used to working in an open office plan which was associated with several benefits in the working routine. According to Kotter and Kotter (2000), new elements of change should be introduced gradually as you face out the old system. It tends to capture the attitude and minds of the people in such a way that the power of resistance is cut down to negligible levels (Spinosa, Flores & Dreyfus, 1999).
The old Castleblane employees are reluctant and hesitant to work in the new offices; they refer to it as a battery system of rearing chicken. The ill effect of such untimely move to a new building is possibly likely to spill over to other employees and undermine the key objectives of castleblane employees. The management decides to cushion itself from unprecedented setbacks by engaging in massive recruitment of new staff to ensure the number of staff match the huge workload. The new entrants are set and ready to be assimilated to their job structures and abide by the associated regulations. Gradual adaptation to the new environment is inevitably facilitated despite preference being given to free range office plan (Riddle, Morgan & Piffling, 1988).
An initiative by the management to mobilize its dream team to work on the links and the new golf course is received with mix reactions. The already demoralized workers respond with dissatisfaction. They are not pleased with development projects designed to give castleblane a super modern outfit. The old guards are against the 24/7 shifts system of work, the management moves in swiftly to minimize squabbles from the irritant experienced employees; they put in place structures that facilitate high capacity of adaptation between the new recruits and the old employee (Kotter & Kotter, 2000).
The old guards with high levels of experience are empowered to head and guide the new recruits; management of Zeta further introduces some elements of flexibility to regulate the workers input and adequate resource utilization. There is a rotation system of work between the new and old employees, as well as the reduction of staff at the annex. However, the management has totally failed to seal up loopholes that give rise to murmurs among the employees by coming up with a more proactive plan designed to motivate them by improving wage package. This can be ensured by introducing a performance evaluation criterion that pegs workers output account for work done (Haas, 1991).
Workplace is a viable ground for breeding rumors which in most cases will either have a negative or positive impact on the people and the business as whole. Castleblane has found itself in the same scenario. Rumors are ripe that the management plans to close down old course and lay off a chunk of its staff, and that the management also plans to set up a hyper housing complex. The rate of turn over among the staff members have more than tripled records on the staff sicknesses is on worrying trend, and many hours lost as a result of absenteeism is discouraging (Gilmore, 2003).
Caluwe & Vermaak (2003), warns that the right diagnosis have to be carried out by applying a change on strategy and re-intervention plans that are specific to the firm, failure to do so; major fallout on the firm key structures is unavoidable. Zeta managers have instituted changes the will create structures that facilitate information flow through the chain of command; in addition to that ,workers have been given adequate democratic space to express their opinions through staff meetings. Another strategy that Zeta management seems to employ is the cosmetic denial of information or rumors it deems to be critical to its operations (Caluwe & Vermaak, 2003).
However, Castleblane heads have not fully utilized the forum it has created that facilitate collection of the opinions from employees regarding to changes they would prefer to be instituted, its has failed to put up training schemes that are tailored to empower employees with skills that enhance quality delivery of its services and strengthen their adaptability to drastic and gradual change whose impact is inevitable (Axelrod, 2002).
Axelrod, R. (2002). Terms of Engagement: Changing the Way We Change Organizations. California: Berrett-Koehler Publishers.
Caluwe, L. & Vermaak, H. (2003). Learning to Change: A Guide for Organization Change Agents. New York, NY: SAGE.
Gilmore, T. (2003). Making a Leadership Change: How Organizations and Leaders Can Handle Leadership Transitions Successfully. New York, NY: Universe publishers.
Haas, E. (1991). When knowledge is power: three models of change in international organizations. California: University of California Press.
Kotter, J. & Kotter, D. (2000). The Heart of Change: Real-life Stories of how People Change Their Organizations. New York, NY: Harvard Business Press
Riddle, R., Morgan, W. & Piffling, J. (1988). The Coastal zone: man’s response to change. New Yoke, NY: Harwood Academic Publishers.
Spinosa, C., Flores, F. & Dreyfus, H. (1999). Disclosing New Worlds: Entrepreneurship, Democratic Action, and the Cultivation of Solidarity. New Jersey, NJ: MIT Press.