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Shapes of an Organizational Change

In: Business and Management

Submitted By ml5062006
Words 295
Pages 2
Organization change can be accomplished either by an incremental change or a radical change. Therefore, shapes of organizational change in the case of Heineken Inc a large, Dutch beer-brewing company consists of initial radical change succeeded by incremental change.
The change in the distribution system of beer from factory to consumer was a radical change by General Manger Feith. The impact of this radical change became intensely personal with the agents and management. Because the agents where the eyes and ears of Heineken and their job duties were to serve as many pubs as possible they were threaten by the sudden change.
However, the organization change was a cultural shock and encountered much resistance by sales people, lower management and commercial managers. Similarly, CEO Freddy Heineken was not keen on diversification and blocked the majority of initiatives. He was too set in his ways. After all, “the study focuses on a major change in the distribution system of beer and a period of structural inertia, caused by long CEO tenure” (Beugelsdijk, Slangen, & Herpen, 2002). It took many years but finally the shape of the organization change resulted from a radical change into an incremental change. Actually, it is said that “incremental change goes on all the time-or at least it ought to” (Nadler, 1998, p. 50). In sum, the change in the distribution system of Heineken was the very first major change ever.

Beugelsdijk, S., Slangen, A., & Herpen, M. (2002). Shapes of organizational change: The case of Heineken Inc. Journal of Organizational Change Management, 15(3), 311-326. Retrieved August 29, 2010, from ABI/INFORM Global. (Document ID: 250932601).
Nadler, D. A. (1998). Champions of change: How CEOs and their companies are mastering the skills of radical change. San Francisco:...

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