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Organizational Change Models in Practice: The Case of Michelin Group
Abstract
In a competitive business environment, it is vital that firms consider implementing techniques to cope with constant change to remain competitive and survive. Most change initiatives, however, suffer from several difficulties and are often hampered by resistance, primarily caused by fear of adopting new practices or concern about competence. As a result, such initiatives could result in unintended consequences. In fact, they might result in irreversible situations, impairing the dynamics of an organization. Michelin Shanghai underwent an organizational change initiative to enhance its competitiveness. The initiative resulted in significant improvements in the company's productivity and profitability as well as increased employee satisfaction. The main objective of the study is to understand the organizational change dynamics of Michelin Shanghai Co. The chapter also attempts to evaluate challenges encountered during the process and critically analyze the leadership approaches that were applied by Mr. Ballarin (plant manager of Michelin Co.) based on related theories.
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