PART B: Colleague’s Interview (along with my personal experiences)
I also have inserted my colleague’s response to the below questions which were taken when I interviewed him: (NOTE: My colleague is my counterpart, he is also Assistant Manager- Sales and Marketing)
Q.1.What rationale was provided for the change, and by whom?
Ans. Reason for restructuring:
Movement and transition are part and parcel of every working entity and the movement of the current CEO made the organization to look for another leader.
Informed by whom?
We were informed by the Board of Directors about the change.
Even when the groups were finding problems in adjusting to complex situations, the leaders used sense making in their learning (Rutledge, Merryn, 2009) in order to make the members adjust.
The same rationale was followed to provide information to his department as well.
We were called for a meeting with the Board of Directors
Q.2. In broad terms, how was the change process managed?
Ans. The change was managed as follows:
The company informed all of us well in advance about the fore coming change and we got prepared to accept the change.
Many employees could not accept the changing situation and hence, left the organization.
But after comprehending the competency of the new leader and her implementation of effective policies for its employees, they joined back and the existing employee force strengthened.
Unlike I, he was a little upset with the change.
He had an emotional connect with the organization and it was very difficult for him to resist this change.
However, he resisted the change by just giving time to himself and knowing himself in these times of change. This worked for him and he started accepting the change.