The Research Of G Company Healthcare Group East Region For Enhancing Sales Team’s Efficiency After Organization Change

In modern companies nowadays, “Change” is everywhere. On one hand, it could be driven by pressure from external environment, for example, market competition, technology upgrade, government intervention, etc. On the other hand, it may come from internal pulse and the leaders’ expectations. G Company is a diversified multinational company rated within Top 20 by “Fortune 500”. Historically, the development of G Company is along with significant strategy changes. Its Healthcare Group located in China, which is a nearly US$200 million business, began its most important reform in 2013. The reform is called “Simplification”, including three aspects –customer focus, process simplify, and re-organization.Although the change is in different ways, the objective is the same, namely, to enhance the organization and individual performance. This thesis takes the East region sales team of G Company Healthcare Group in China, as well as its supporting functions, as an example. It analyzed the financial and non-financial data before and after the change, reviewed the result of interviews with 40 employees from different functions, and sampled 100 questionnaires. Then it used SPSS tool and statistics analytical method to assess the result of the change and identify any problems. In the last, the thesis applied some classical theories, such as Kotter’s “Eight steps of the change” model, Lewin’s “Three stages of the change” model, Barnard’s “Non-rational management” theory, Psychological Contract, etc., to come out with constructive suggestion.