1. What type of change(s) occurred at Bayer?

1. The plant had changed ownership three times.
2. The workforce seemed to have dissolved as fast as the analgesic tablets rolling off production lines.
3. Down from 800 to 360 workers in less than a year.
4. Employees were uncertain about what it would be like to wok for Bayer.
5. The plant manager post had been vacant for a while.
6. Morale among workers plummeted.
7. Job security became a running joke.

2. What type of employee resistance to change did   Bayer have to address?

1. Bayer management realized that employees that given competitive forces and the rate of change in the industry, they needed to streamline operations to have more secure future in Bayer Corporation newly formed Consumer Care Division. They soon realized that employees needed to be involved at the heart of any turnaround.

3. What are the positive and negative lessons learned from how change was handled by Bayer?

1. Communication was so important in getting and receiving information about on-site performance, department projects and rumors that they initiated.
2. Because of this change the managers started to listen to what everyone had to say and treated them as equals, and really value their opinions.
3. Resistance to change can be overcome by acknowledging not only the business rationale for change but also the hopes, fears and dreams of those affected and noted to change.