Change at Dupont

Dupont plant is a major manufacturing employer which sits on 10 acres by the South River according to the case study by the Palmer, Dunford & Akin (2009). Although the plant has been in the community for a number of years, it has undergone many changes (Palmer et al., 2009). The plant was about to undergo yet another change as its manager Tom Harris sought out ways to improve their business (Palmer et al., 2009). Employees were notified of the coming changes by a bulletin announcement which assured them that the changes would supplement the great work they were already doing (Palmer et al., 2009). Through interviews conducted by University of Virginia professor Gib Akin, the everyday life of workers and managers at Dupont were thoroughly documented (Palmer et al., 2009). A model of change for the organization was developed from this study and the notion of ever constant change being inevitable is the true culture of Dupont (Palmer et al., 2009).

Change Approaches

The Organization Development (OD) approach in the Dupont story is shown by manager Tom Harris in his desire to improve overall organization effectiveness (Palmer et al., 2009, p. 193). One of the characteristics of OD is that “it aims at improving the effectiveness of the organization in order to help it achieve its mission” (Palmer et al., 2009, p. 193). Also, when Harris decided to have Professor Akin from Virginia come to assess the entire organization in order implement a plan for improvement he was further instituting the OD approach as Professor Akin assumed the role of OD practitioner (Palmer et al., 2009). This first order change approach was supported by the top management, was action-oriented and was focused on introducing the group of managers to new...

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...e manager must have a realistic view of what can be achieved through an organizational change and what is already working. As Harris stated in the Dupont story, “..nothing is forever anyway” (Palmer et al., 2009, p. 212).

Works Cited

Michael, S. (2005). The promise of appreciative inquiry as an interview tool for field research. Development in Practice, 15(2), 222-230. doi:10.10809614520500042094

Palmer. I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). New York, NY: McGraw-Hill.

Tsai, C. & Yen, Y. (2008). A model to explore the mystery between organizations' downsizing strategies and firm performance: Integrating the perspectives of organizational change, strategy and strategic human resource management. Journal of Organizational Change Management, 21(3), 367-384. from ABI/INFORM Global.