Change Management and the Byteware Corporation

This paper discusses the need for change management in the case of Byteware, where the management is unwilling to consider change and is resistant to recognizing employees’ concerns.

This paper explains that there are two avenues for change at Byteware technologies, namely, the assembly process and communication. The author points out that, according to the behavioral change model, change can only occur via the following stages: pre-contemplation; contemplation; preparation; action; and maintenance. The paper stresses that Byteware will benefit by taking action and acting on information gained from employees to implement new corporate policies geared toward building career ladders for employees and improving communication.
Currently the company has a seven member executive team. The management recognizes that to succeed in the industry they must continue to develop and assemble quality products for distribution to industry giants such as Compaq, Apple, Hewlett-Packard and Dell. They also recognize that there is room for improvement within the organization, but do not recognize that behavioral change will be necessary to realize success. Most of the management agrees that the complaints of the employees can be minimized, based on case study observations. There exists a state of resistance to change among members of management, which is very commonplace among industries that have been operating under a hierarchical fashion for several years.