Bureaucratic organizations

Sponsors are the senior level people, the president, vice president or other senior executives who want change to go in effect. The sponsors provide the resources needed to make the change happen. In addition, they provide legitimacy and visibility for the change initiative. The Support Group is a small group of people who serve like a board of directors for the change, 8 to12 people who offer advice, direction, and support. The Project Manager creates a detailed project plan including human and financial resources and timeframes, milestones and actions required.

Project manager needs a strong working relationship with the sponsor to streamline the communication down the ladder. The Target Group is a group of people who must change in some way and can range from production employees, middle managers, a department, or the entire organization. Secondary Group is the group that must change to support the changes being made by the target group. The secondary group is often the managers of employees in the target group.

Now that the roles have been established and a clear idea of what will have a direct effect in the change process one can establish the steps or phases that will transpire in order for the transition to go through. The Kick Off step is what starts everything, it is when the change is announced, the reason for the change is explained, and the sponsors describe how it will benefit the employees and the company overall. In addition sponsors establish timelines, deadlines and milestones.

The second step is training and orientation this is an important step as sponsors need to provide the target group and the secondary group with the knowledge and skills needed for success and for the change to be as seamless as possible. Monitor and measure is the third step, here the project manager monitors performance and measures results. The sponsor supervises the overall plan and keeps the support group informed. Rewards and recognition are the next step, here specific dates are established as to when rewards and recognition will be carried out for both the target group and the secondary group as short term goals are achieved.

Ongoing Progress Reports is the firth step where people are kept informed, whether it is through via e-mails, memos, meetings, videos, the company newsletters, or through one-on-one informal conversations. The sixth and final step is the institutionalization of the changes where these changes need to be incorporated into the company's policies, standard operating procedures, and job descriptions. In addition this step will help cement the change in culture that company seeks. Finally an essential part of change is learning how to identify the driving forces and the resistors which are crucial factors for the implementation of change.

Although both are equally important and driving forces are essential and necessary, knowing how to deal with resistors is imperative for the success of the whole mission and project. "About 20 to 30 percent of the employees resist almost any change. A small percentage of resistors 5-10 percent will be very vocal in complaining about the change. " (Thornton, 2009) The course of action here is to listen to their concerns and comments as they may have valid points that should be considered.

When this happens and the resistors feel their views are being heard, they will be more likely to listen to other points of view. At some point if there are no other points to go over with the resisters and they still will not budge, removal could be necessary even if they are performing at a high level. When one looks at Gene One and the organizational structure, one can see all the necessary components to complete the change in structure that the leadership feels is necessary to take the company to new heights and a new level of performance.

Their transition to an IPO marks not only a change in the organization but also and inevitably a change in leadership style. Not only would it be necessary to handle the new direction, but to comply with the new regulatory directives brought on by change. Going from a participative style of leadership to a situational style will guarantee that when change comes through, adjusting to any situation that may rise will be a much more manageable endeavor.