When examining the issues at Cushy Armchair using the organizational alignment model, several elements emerge. First, it is imperative to determine the barriers to change that make the heads of departments unresponsive to her emails. According to Harrington and Voehl, organizations are made of people and these people have specific jobs based on their skills and attitudes (28). Sampson’s email aims to improve the operations of the organization but raises concern among personnel since it takes away some of their roles. In the email meant for purchasing, marketing, and design managers, Sampson tells them that purchasing decisions worth more the HK$1 million will be the prerogative of the New York division. It will approve design and feature changes and coordinate advertising. These changes are similar to removing the some responsibilities. As a result, it is highly unlikely they will support the process hence failing to respond to her emails.
Support for the change also declines due to failure to include personnel in the planning of change. In the organization alignment model, it recognizes that the personnel are a significant part of the four elements of an organization, namely, people, work …show more content…
She can communicate what the organization hopes to achieve with the changes and allow employees to provide solutions. Using the method, Sampson may even find better alternatives. She may realize that opting to transfer the decision-making ability of the three departments is not the solution to her problem. If this happens, the company has a potential to continue observing the principles of the organizational alignment model. The reason is that employees with the relevant skills, knowledge and experience retain decision-making over issues affecting the market. As a result, the organization overcomes resistance to change and gains from the employees’ perspective about a