Initiating Change in the Manufacturing and Distribution Division of PolyProd - Case Study Example

PolyProd is the epitome of failing to upgrade existing information management practices. The Manufacturing and Distribution Division (M & D Div) is in dire need of change initiation. There is a serious gap between the actual thing the company ought to do and what it really does. The M & D Div is riddled with strong opposition to large-scale or externally initiated change. The organization’s headquarters is characterized by conservatism and unwillingness to change. It is also still wobbling from swift growth that has caused its transformation into a universal business center. Lastly, the headquarters suffers from cultural discontinuity. There is an extremely high cost of connection between the headquarters and subsidiaries (Cummings & Worley, 2009).

The causes of M & D Div’s documentation problems are numerous and intertwined. The top management tried to upgrade documentation quality in the past. The implementation of the change was incomplete leading to the collapse after some early triumph. This happened because the organization’s climate never supported the change. The project's social and technical features were not adequately incorporated (Cummings & Worley, 2009). Poor coordination between headquarters and local sites contributed to insufficient organizational climate change. Documentation was also deficient of trained and experienced staff (Cummings & Worley, 2009). Organizational structure and culture played a huge role in change implementation failure. The case study is crucial in understanding the complexity of implementing change in large organizations, especially technology-oriented change.