Ajax Minerals and the Problems at Perrier case study Assignment

Ajax Minerals and the Problems at Perrier lesson study - Assignment ExampleThe leadership group at Ajax Minerals wanted a change in the operational activities as they were planning for future activities. They were concerned about the challenges they have to facein the rough future from their competitors. In order to continue their operations easily, they required certain changes without whichthe future of Ajax Minerals wasconsideredto be in danger.The supervisors and workers did not foresee any such threats which the leadership considered dangerous. All ofthe labor force at Ajax Minerals was gravely managed, and there has always been poor management and labor relation. The employees (labor) always considered that any meeting held would result in redundancy or cut-offs. The laborers resist to change because of their past experiences (Hall & Hord, 2014).The main reason of resistance to change at Ajax is because of the lack of coordination between the management and the lack of job security. The laborers have always resisted to change because of such reasons and at this moment they had the same perception about the change which the leadership team wanted to implement. The leadership team at Ajax was aware of the reaction of the employees and tried to deal with this situation opposite to the customary manner (Hiatt & Creasey, 2003). originally implying any changes, the management team and the supervisors interacted and discussed the changes. This policy was never opted in the past, but they considered it important as it was the hardly way to implement the changes. In the meetings, the managers discussed the problems that the company was expected to face and even asked for their advice. The managers at the company similarly used an open book approach through which all the employees gained access to the financial performance of the company. The supra two strategies were opted by the managers at Ajax to avoid resistance to change by the employees (Hall & Hord, 2 014).In every organization,