Case Study 1 - (case adapted from Evans and Lindsay, Managing for Quality and Performance Excellence, 10 ed, p.660) At Omani Marine Fisheries, Inc. senior management announced a restructuring/reorganization plan every June, with a target completion date of January. The reorganization directives mentioned strategic objectives and the competitive environment, but this changed very little from year to year. There were no announcements from leadership on what was to be accomplished by the reorganization, nor were any process changes explained. In addition, there was no effort to get the workforce involved in new initiatives. At the end of the day, nothing ever changed from these reorganizations, just a shuffling of managers and departments to justify reducing staff. All managers in various levels throughout the company spent the year getting scared of the reorganization, sweating through the process, wondering if this was the year their job would be eliminated, and then being thankful that they were spared for one more year. Except for a few critical positions, there was little training or management development for those employees with new responsibilities. Customers were often confused and frustrated by having to deal with new "contact" people every year because of the reorganization reshuffle. Answer the following questions: 1. Discuss how the leadership failed to foster change in order to create a sustainable organizational structure and environment at Omani Agriventures, Inc. (5 marks) 2. If you were part of senior management, how would you go about implementing these changes