Concord Bookshop
HSC/587
March 25, 2013
Professor David Harrell

Concord Bookshop
Change in big corporations is implemented to keep up with new technology, make products bigger and better, and of course to increase revenue. They have many employees who work in marketing and advertising to make sure that such changes are at the right time and successful. These big companies have the money to try over and over until they meet all of their goals. Unfortunately, small businesses and family run businesses do not have this luxury. If they hire the wrong people, choose the wrong ideas to implement and encounter resistance, the business can lose too much to continue on.
The Concord Bookshop is an example of a small town business falling a part because of poor organizational change. To have a successful implementation of new changes, the owner and management, needed to have communicated with each other and staff clearly, presented plans and methods of change, and finally help to motivate everyone to ensure less resistance and successful adaptation (Spector, 2010).
Phases in the Organizational Change Process Three phases used to implement organizational change are strategic renewal, behavioral change and turnaround. Strategic renewal is the beginning or introduction to the change process, requiring reinvention and redesign (Spector, 2010, p.2). To make the strategic renewal effective, behavioral change is needed to target employee actions. Employee actions can make or break a change process, so it is important to concentrate on their motivation, participation and resistance (Spector, 2010, pp.4-5). Finally, a turnaround is done to analyze a company’s financial problems and find ways to reduce capacity, reduce levels of pay, health insurance and other benefits (Spector, 2010, p.7).
Phases Failed to Implement The owner of the Concord Bookshop facing financial