Case: Wendy's Restaurants Of Canada – Case Study Example

Video Cases for Canadian Organizational Behavior Case of Wendy’s Restaurants of Canada Overview Employees at Wendy’s Restaurants of Canada are about to be swept up in a tide of extraordinary change. To boost profits, Wendy’s wanted to break down the military style of management and, in its place, create a culture of vulnerability and trust. To launch this change process, Wendy’s brought together 160 restaurant managers from across Canada to an Ontario resort where New Mexico-based Pecos River guided them to a new way of working with their employees. This classic CBC video program takes the viewer through the Pecos River program, and then transports us to Winnipeg where district manager Craig Stapon is responsible for getting his managers on-board the change process. Although this program was filmed in the early 1990s, it remains one of the best video clips to illustrate the trials and tribulations of introducing change in the workplace.
Discussion Questions
1. What changes did executives at Wendy’s Restaurants of Canada expect to result from the Pecos River program? Did these changes occur in the Winnipeg restaurants?
Executives at Wendy’s Restaurant of Canada expected that Pecos River Program was going to equip them with knowledge and skills required in running the restaurants. They expected to be taught how to have a personal understanding in order to understand others. At the end of the program, the executives knew that it would be easier to instil into employees the culture of trust and vulnerability in a bid to maintaining the previous performance of the restaurants if not achieve better results. The program was aimed at providing a brand new management style for the executives in order to take Wendy’s to the highest possible level. However, the changes did not occur in the Winnipeg as expected but at least there were some rooms for the changes to be effected later in the organization.
2. Was there any resistance to change among the Winnipeg restaurant managers? If so, what form of resistance did it take?
Introducing the Pecos’ philosophy to take the place of Wendy’s culture was one of the hardest things that Craig Stapon experienced in the organization. This was due to resistance from different persons. First, it was Anne, who had not attended Pecos program to oppose most of the aspects of change that were being introduced. The other forms of resistance experienced by the executives included perception, values, and beliefs (McShane 410). There are certain ways through which the executives had done their work for instance working flexibly throughout the week. When Craig proposed for day-offs on weekends, he was met with some opposition who had always been comfortable in working throughout the week. There was the idea of belief, perception, and values that had already been instilled throughout the culture.
3. What change management strategies did Craig Stapon use among the Winnipeg managers? Were these strategies effective? Why or why not?
The change management strategies that Craig Stapon used amongst the Winnipeg managers included attracting, selecting, and socializing employees change management strategy where executives were considered to be rational hence made rational decisions and the aligning or artifacts through encouraging employees to change the culture of the organization with the Pecos’ philosophy change management strategy where Craig literally dictated on what ought to be done (McShane 393). This probably explains the reason as to why most executives rejected the change.
Work Cited
McShane, Steven. Canadian Organizational Behaviour 8th edition. New York, NY: McGraw-Hill Education, 2003. Print.