1. What does Robert need to do on a personal level, to keep his employees supportive of the changes to corporate strategy he is leading? 2. Outline in proper order the key steps Robert must take to successfully implement change? 3. What are the key issues which will determine Robert's success of failure? Robert, a mechanical engineer with 10 years of experience, was production supervisor at a Canadian ball-bearing plant for the last four years. A few months ago Robert was promoted to plant manager. The plant is owned by a large well-respected public company headquartered in New York City with three similar ball bearing operations overseas, Robert's plant has an exceptional reputation for quality and on- time delivery to automotive plants worldwide. Robert's plant has seen a significant growth in sales, and the owners have spent over $50 million to increase capacity in the last five years. Recently the company announced that Robert's plant would supply ball-bearings to the North America market only and that the capacity of two other overseas bearing plants would be increased. One plant will be closed. Robert has always been well liked by his employees and peers and gets along well with the plant's union. Everyone believes he is fair and honest. He enjoys the recognition and challenge of his new role as plant manager, but his time is increasingly spent in meetings and business travel. He misses spending time on the plant floor talking to employees and trouble-shooting problems. He is concerned he is losing touch with day-to-day plant operations. Recently he has noticed a slight increase in absenteeism and has received two complaints from customers over late delivery. In addition, the union has expressed concern that a number of grievances are not been dealt with expeditiously as per the contract. Robert is concerned that the recent announcement on increasing the capacity of overseas plants and the closure of one plant may negatively impact his plant operations. He has already overheard employee gossip suggesting potential future closure of his plant. There is no evidence of this, but he is concerned that denying the possibility will only generate more rumour. In addition, and because of the exemplary quality record of his plant, the company intends to send a number of overseas managers and supervisors for three to six months' training at Robert's plant. Robert is excited at the prospect of training overseas personnel and believes it is in the best interests of the company going forward He also believes that overseas managers can help with ideas to improve his own plant operations. However, he womes about the reaction and cooperation of his own employees, union officials and local managers Robert Knows he needs a well-thought-out strategy and plan to ensure success