Case study of the old family bank Essay

MacroThe major caper presented in this good example is that The Grayson Chemical Company is experiencing a decline in earning and sales. The board of directors of the company has brought in a new company chairperson to help in turning things around for the company. The new president now faces the enormous task of returning the company into a growth path and profitability.Micro there are also micro-problems that emerge in this case that may hinder the new president from resolution the macro-problem. One of these micro-problems is an actual ending of conservatism and rigidity in running the activities of company.The new president views this culture as a challenge that may hinder him from implementing appropriate strategies for turning the company around. The second micro-problem is existing sharp differences in opinion among the directors of the company. Each is offering different advice to the new president.CausesThe main cause of the problems place in the case is lack of flexi bility and adoptability by the judicature to new changes (Reeves & Deimler, 2010). It is stated in the case that the company had in the ult experience a stable and profitable spell before things standing(a) going bad.There is clear picture that the company still continued to rely on strategies that gave it past success despite times and market conditions having changed. This lack of adaptability has seen the company fail to improve it competitiveness by embracing new opportunities and addressing new challenges that come with time.System AffectedThe reliance by the company on old traditional ways of doing things has affected almost every aspect of the giving medication. It has become part of the organization culture to do things because they accommodate always been done thatway and this culture has affected the entire organization (Organizational Culture, 2010). When a problem arises from the culture of the organization it usually cuts across the entire organization.Recommendatio nsWhat is needed in drift to turn the fortunes of the organization around is a complete change of the existing cultures (Organizational Culture, 2010).. The culture of doing things as have always been done, needs to go and its place taken over by a culture of flexibility, adaptability and innovativeness. This calls for a change of policies and retraining of workers.ReferenceAnonymous (2010). Organizational Culture. September 8, 2011. Retrieved from http//managementconsultingcourses.com/Lesson35OrganisationalCulture.pdf Reeves M. & Deimler M. (2011). Adaptability The New Competitive Advantage. September 8, 2011. Retrieved from http//hbr.org/2011/07/adaptability-the-new-competitive-advantage/ar/1