Interoffice Memorandum

Thank you for giving me the chance to look at the memo, and consider the impact that it could have on our company's employees. Of all the organizational changes that a company can go through, changing its computer system is one of the greatest, and if not done in the right way can destroy the company. In the memo that follows, I will detail some of the challenges that Acme could face in this situation. The first part of the memo will discuss briefly how other companies handle similar change, and what results could occur should the memo go out as written. The second part of the memo will deal with some ways to handle organizational change such as that necessitated by the memo. The third part of the memo will discuss a method of evaluation that we can use to determine the efficacy of the transition. At the conclusion of the memo, there is a suggested rewrite.

2. How does the change process evolve

In general, companies undergo two very specific types of changes: evolutionary and revolutionary. The "evolutionary" is typified by gradualness, much the same way that the current HR department has grown. I am certain that 12 years ago, you didn't spell out a plan and say that I will have a department of 24 people and we will all be computerized. The evolutionary growth is compared to the revolutionary growth by considering several factors -- impact, cost, technology, and so on.

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although this does not mean that the change should be dictated, except in the matters such as personnel relations, company culture, rules and regulations, and office behavioral policies. The result of forcing the Cranberry system (even if it is 1000 times more efficient and profitable than Microsoft) could be disastrous, as spelled out above. However, if the suggestion were made that key managers and supervisors and all of the IT staff were to come to a meeting to learn about the Cranberry proposal, then it would undoubtedly stand a better chance of being accepted. As it is now, the decision has been made by the President and his brother-in-law (a fact which could also be troublesome) and there has been little or no consultation with those key employees who will be most affected by the change. However, such a meeting, one in which candor and honesty were paramount, could be the beginning groundwork for the adoption of the Cranberry. Such a meeting would also give the Cranberry people the chance to explain the merits of its system, and answer the predictably intense questions that the employees will raise. Such a policy for such a meeting is in line with the suggestions made by Hoskisson, Hitt, Wan & Yiu (1999), discussing th

Category: Business - I