Sales Reduction - Research Paper

Introduction

The change plan may be considered to be based on the appropriate strategy if it is effectively implemented without hindrance. The main problem at hand is sales reduction which is suspected to be due to the low quality of the product. It should be acknowledged that the demand for a particular good or service entirely depends on condition. But some other factors affect demand some of which include consumer level of income and change in their taste and preferences. The management is not concerned about reaching out to the consumers to gather first-hand information on why the rate of consumption is decreasing. This would have been a strategy in the change plan. It is therefore considered to be inappropriate due to a mere fact that it does not bring on board the consumer factor (Alfes et al. 2013).

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Does the Change Address the Main Problem Confronting the Business?

The main problem facing the business is reduced quantity of sales which is as a result of several factors. The management is considered about the increasing sales locally and abroad. For instance, the UK and Germany, thus reducing the cost of production and maintaining the high quality of the products at the same time. It would be better if the management is working closely with the consumers to find out what is negative about the product instead of beating around the bush (Hayes, 2018). The change plan in place, therefore, does not address the problem at hand.

Does the Change Plan Take Into Account of All the Issues That Could Affect the Outcome or These Impacted Omissions?

The change plan has got several loopholes which render it ineffective. Therefore, to start with, cost and quality are directly proportional. There is no way quality can be high at a low price because high quality calls for quality input of resources. Mechanization enhances effectiveness production and products of high quality. Little automation means there will be no surplus to be sold in the UK and Germany if at all market is available. Laying off managers is not a solution; rather more sales managers would be employed to conduct product promotion which in turn results in high sales (Booth, 2015).

Would an Alternative Approach to Deliver the Super Outcome?

Of course yes, the best alternative for the case is to have all stakeholders fully involved. The employees together with employers should work hand in hand to be able to identify the root cause of the problem rather than trying to solve by employing crude approach (Jiang et al. 2012).

The fundamental element of an alternative change plan should include and focus on the consumer factor. Products are availed for sale to generate income for an organization. Therefore much attention should be on the final consumers. Besides that, employees should also be engaged fully in the daily operations and feel like they own the business so that they can be able to deliver the best of their ability (Noe et al. 2017).

Causes of Failure of the Proposed Change Plan

For any change plan policy to be fully implemented, all the stakeholders should be actively involved in all the stages. First, it is a way of motivating them and making them feel acknowledged. The key stakeholders who are the shareholders need to be put much closer because their consent is mandatory for any policy implementation (Battilana et al. 2010). In a nutshell, the change plan never succeeded because there was no solidarity which leads to voting out of the manager rendering the business un-operational.

Recommendation on the Plan to be Handled

The approach or the strategy used though good to some extent but was not suitable in the case. The following should have been some strategies to be put in place:

1. The chief manager or officer should have worked closely with other members to help in developing better strategies which would have helped in identifying and solving problems amicably instead of laying off some others (Warrick, 2011).
2. Other economic factors that are likely to lower consumer's purchasing power which makes them develop an interest for other alternative products in the market would have been investigated and established before seeking a market in other countries like UK and Germany.
3. The personnel manager with vast knowledge and long term experience would have been employed to gauge and establish the capability of the individual employee (Anderson & Anderson, 2010). This enables employees to perform the assigned task effectively and within the stated time frame to facilitate effectiveness within the business.
4. There should have been a free flow of information both from junior and senior employees to eliminate the resistance of any kind which may arise from any side within the business organization.

References

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behavior: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Anderson, D., & Anderson, L. A. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (Vol. 36). John Wiley & Sons.

Battilana, J., Gilmartin, M., Sengul, M., Pache, A. C., & Alexander, J. A. (2010). Leadership competencies for implementing planned organizational change. The leadership quarterly, 21(3), 422-438.

Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.

Hayes, J. (2018). The theory and practice of change management. Palgrave.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Warrick, D. D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of leadership, Accountability, and Ethics, 8(5), 11-26.