1. M.a.i.l. Inc.
Learning to Change
SERENA CRUM
WALDEN UNIVERSITY
ORGANIZATIONS, INNOVATION, AND
CHANGE EDUC 6105
DECEMBER 18, 2011
2. M.A.I.L. Inc.
LAFAYETTE,
Indiana
Ron Welton & Ron Robbins
Owner and Executives of The M.A.I.L.
Group (They are also brother-in-laws.)
(M.A.I.L., 2011)
3. Culture: traditions
• Annual Company Picnic
• Holiday Gift Exchange
• Holiday Bonuses
• Annual Holiday Lunch
• Free M.A.I.L. Inc. T-Shirt on
Employee’s First Anniversary
• Community Outreach
Programs
(Beach, 2006)
4. Culture
Different work environments have
created different subcultures at M.A.I.L.
Inc.
Warehouse and Production are more
team oriented and informal.
(Lazidou, 2008; Mello, 2010)
5. Culture
Other areas of the company have more formal
work environments with cultures ranging
from constructive to passive/defensive to
aggressive/defensive.
(Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. 2008).
7. The Change
Click to hear M.A.I.L. Inc. Account Manager Kelly
Kater describe the change that she and her co-workers
have recently experienced.
Click Here
8. Role of Leadership in the Change
What Should Have
What Happened
Happened
Brief announcement of Extended meeting
resignation & department announcing change and
restructuring followed by explaining the reason for
short training session the change with Q&A
Alleviation of fears and
No questions were anxieties through extensive
answered communication of
No follow-up or expectations, explanation
communication by upper of new role
management Appropriate, on going
No additional training
training
sessions Continued communication
(Heller, 1998)
9. Emotional Components of Change
Click the link to watch Kelly Kater describe some of the
emotional challenges she and the other account
managers faced.
Click Here
10. Conclusion
Change is a necessary part of an organization (and
adequate planning time is not always an option).
Change can lead to some uncomfortable side effects
that should not be ignore – be able to recognize and
plan for them instead
M.A.I.L. Inc. is learning to change
Accepting that being dynamic is critical to companies success
New leadership
Recognizing and expecting negative and positive responses to
change
(Maxwell, 1993; Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N., 2008)
11. References
Beach, L. R. (2006). Leadership and the art of change: A practical guide to
organizational transformation. Thousand Oaks, CA: Sage Publication.
Heller, R. (1998). Managing change. New York, NY: DK Publishing, Inc.
Lazido, D. (2008). Three ways to measure your corporate culture. Strategic Communication
Management, 12(3), 10.
M.A.I.L. Inc. (2011). M.A.I.L. Inc. Retrieved from http://www.mail-inc.com/
Mello, J. (2010). Corporate culture and S&OP: Why culture counts. Foresight: The
International Journal of Applied Forecasting, (16), 46-49.
Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.).
Hoboken, NJ: John Wiley & Sons.
