The marketing division of the Celestial Aerospace Company (CAP) has gone through two major reorganizations in the past seven years. Initially, the structure changed from a functional to a matrix form, which did not satisfy some functional managers; nor did it lead to organizational improvements. The managers complained that the structure confused the authority and responsibility relationships. In reaction to these complaints, senior management returned to the functional form, which maintained market and project teams managed by project managers with a few general staff personnel. No functional specialists were assigned to these groups. After the change, problems began to surface. Project managers complained they could not obtain the necessary assistance from functional staff. It not only took more time to obtain assistance but also created problems in establishing stable relationships with functional staff members. Because these problems affected customer service, project managers demanded a change in the organizational structure. Faced with these complaints and demands from project managers, senior management is pondering yet another reorganization for the division. They have requested an outside consultant (you) to help them in their reorganization planone that will provide some stability to the structure, address their issues, and help the organization achieve its strategic goals.

1. Based on the above Scenario, Identify the forces necessitating the change, the resistance to that change in the company and enlist strategies to deal with it.