Promoters –

 Owner of the Organization - Patwardhan who was the 2nd generation leader of AW
Ltd. known for his aggressive and hands-on leadership style. He introduced a policy of
organic and inorganic growth. Organic growth steadily increased the customer base
through new geographic locations and the addition of new formulations. Inorganic
growth was aligned with mergers and acquisition where many strategically aligned
businesses were acquired and integrated with the main business. So, he was
concerned with the growth of AW Ltd. and he could be the main lead to be taken into
influence by Parmar about the current inner cohesion within the organization. Also,
she can explain how this ambiguity in roles and responsibility can be disastrous for AW
and its growth in longer term.

 VP of HR - Parmar has a very good experience in leading HR teams and managing HR

campaigns. Also she has worked as a consultant in automobile industry and completed
certification program in organizational development at the National training
Laboratory. She was well knowledgeable and has good understanding of how to bring
change. Her ideas can be very helpful and integrated with the experience of VP of HR
who has vast experience in AW LTD. The VP of HR will be helpful in guiding the change
as they share the same profession, hence taking him into influence would be helpful
for Parmar in bringing change as data collected by Parmar shows that HR department
barely functioning and doing only time-keeping jobs and ensuring statutory
compliance.

 VP of Finance – Though VP of HR and VP of Finance has strained relationship as both

the VPs spent more time attempting to prove who contributed more towards
organizational performance than undertaking valuable work. But all the finanace and
budget allocation done by his team . Hence, he can be helpful in passing the budget
for any change.

Potential Promoters –

 Employees who feels that there is a need for organizational change and clarity in
roles and responsibilities can be the potential promoters. They can be identified by
observing the close relationship with the owner as well as the VP of HR and VP of
finance.

Opponents –

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  VP OF Production – VP of production was an old-guard employee who had been with
the organization for 25 years, but he delegated minimal work to his juniors. His
instructions was ambiguous and employees did duplicate jobs and wasted time
completing redundant documentation /process. His leadership style lacked clarity and
an understanding of reporting structures or job role systems, leading to overlapping
roles and conflicts within the production team.

His status quo was challenged by Parmar and was directly opposing to bring any
change as he may lose the power that he might be enjoying these many years.

 There were employees also who openly oppose to bring any change.

Hidden Opponents –
 Employees who told different stories during interviews with Parmar and later changed
their statements and was opposing together with their VP’s to bring any organization
change. It can also be identified by discussions in the group ,closeness with VP’s .etc.

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