The Grayson Chemical Company

The Grayson Chemical Company I. Problems A. Macro 1. Grayson has live stagnant, failed to change, and is no longer competitive. 2. The current the great unwashed at Grayson are non pleasing to change. 3. There is a culture of doing things by the book. B. Micro 1. Incompetent 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 very unsusceptible to change. 3. Board does not speak with star voice.So good organization is somewhat disorganized in its operationsno realise direction or focus III. Systems bear on The entire organization is affected. The organization is unchanging functioning however, to be a respectable company and to grow, changes are needed. 1. Structural with major(ip) changes, the structure could be radically altered. 2. Psychosocial berth quo and contentment seems to be prevalent among management. 3. skilful there is evidence that managers are somewha t competent technically, but this may not be enough to make the human body of changes that Grayson requires. . Managerial the management currently seems to be comfortable in their positions and performance. The changes that Tom bread maker may initiate would likely lay down turmoil in the management ranks. 5. Goals and set the system seems to value putting in your time and you will get promoted. chastity in performance is something not preface at Grayson, but complacency seems to be prevalent. IV. Alternatives 1. Maintain status quodo nothing. 2.Develop a pathfinder style, involve board, and organization members in renewing the company. 3. Develop a inducer style and avoid rocking the boat by making gradual or retard changes. V. Recommendations Develop pathfinder style, involve entire corporation in change process. rear open communications with board and gift a consensus on what the board wants/expects/desires. Since awkward managers have often been promoted, personnel c hanges should be made after thorough epitome of personnel.