The Phases of Dying in Organizations-A Case Study for New Business

This paper discusses a case study on the performance of organizations and their relationship to the stages of dying proposed by Kubler-Ross. Through this study it is possible to verify that the negative results of the organizations are justified by the stages of the die and that the executives generally protect the decision making to the maximum before the bankruptcy of the organizations for common reasons. The results serve as a reference for organizations and show that the solution is directly linked to new business Keywords: new business, strategy, business environment

: Stages of Dying - KÜBLER-ROSS (1981) In the 5 types of reactions listed by Kübler-Ross, hope is present in almost all forms of patient reaction, not being present in the denial phase because this is the moment when the patient does not believe in the possibility of being ill or mistrusts the outcome of the disease diagnoses. With the aid of Table 01 it is possible to understand the context about each type reaction in relation to the stage in which the patient is in that particular phase. Psychic defense that makes the individual end up denying the problem, tries to find some way of not getting in touch with the reality of death. It is common for people not to want to talk about it either.

Anger
The individual revolts with the world, feels wronged and does not conform because he is going through it.

Bargaining
The individual begins to negotiate, beginning with himself, ends up wanting to say that he will be a better person if he comes out of that situation, makes promises to God and uses his faith.

Depression
The individual retreats into his inner world, isolating himself, feeling melancholy feeling weak in the face of the situation.

Acceptance
Stage in which the individual does not despair and can see reality as it really is, being ready to face loss or death. Over the years the study developed by Kübler-Ross was adapted to the curves of change used in the development and improvement of personnel. Consulting agencies and companies started to join this methodology to develop internal programs, using as a tool for the development of leaders and as a way to explain the stages of personal transformation (CARTWRIGHT & COOPER, 1990;CORR, 1993;BRUGHA, 1998;SHEARD & KAKABADSE,2002;GEORGE 2016).

Methodological Procedures
This article was developed based on 2 distinct large companies, both compete in the same market and compete with each other. The two organizations manufacture the same types of products, denominated in the market as commodities, have the same quality certifications, manufacturing equipment and organizational structure are similar, in proportion to each organization, i.e., the study bases are the same, validate this research. (GIL, 1999) This study is characterized by being qualitative-quantitative. The prospecting of primary data was collected in loco with interviews with the executives of the companies and access to the database of the two organizations studied, which allowed the minimum access necessary for the collection and subsequent treatment of the data, refinement and analysis of the information, according to recommendations of the competitive intelligence method proposed by FULD (2007).
The interview technique according to Silva, (2006) allows access to information that is not usually written for reasons of personal commitment or different forms of interpretation of the text.
The applied questions were standardized as can be evaluated in table 02, the context used for the questions is derived from the literature and extracted from the concept of organizational assessment as defined by the European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.9, No.23, 2017 49 authors. Six executives of company "A" and 4 executives of company "B" were interviewed.  (2002) 3 What is the organization's reaction to resume margins, increase revenue, and improve results?
Waterman, Peters e Phillips (1980), Burke e Litwin (1992), Saeed e Wang (2014) 4 How is the organization planning for the medium and long term? Weisbord (1978), Waterman, Peters e Phillips (1980), Galbraith (2002) 5 What are the bases for planning the sales and operation plan for the next year? Weisbord (1978), Waterman, Peters e Phillips (1980),Galbraith (2002) 6 Will the organization develop in the short term new processes (manners / methods and manufacturing means) for the same products?
Christensen (1997), Schumpeter (2000) 7 For the next billing planning is the organization considering innovative products (which the competition does not yet have)?
Weisbord (1978) (2017) Through the categorization and sequencing of this information, it was possible to understand the dynamics of organizations in relation to their revenues, profitability, how they see their competitors, how they plan the future of operations, and the market they serve.
It is possible to form a conceptual map of the behavior of organizations and to trace the stages of the operation according to the stages originally proposed by Kübler-Ross in 1981.

Results
With the data collected and later treated it is possible to arrive at evidence that points to the results of certain organizations. As shown in figure 02, the performance of the net income of organization "A" and "B" can be analyzed. Figure 02: Net Income (%) Starting in 2012, the company "B" begins to present negative operating results, in the year 2013 both companies present negative results. The company "B" has been operating for 5 years with negative results, and without presenting positive results, company "A" after 3 years presents a positive result.
The results when compared with the questionnaire responses complement the context that the organizations are inserted and some of the reasons that led the organizations to obtain this result.
The consolidation of the answers between the executives of both organizations presents similar content, characterizing the homogeneity of the perception in relation to the actions that led to this result. In general, the answers were treated as concepts, thus being able to characterize in a simple and direct way the contribution of European Journal of Business and Management www.iiste.org ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online) Vol.9, No.23, 2017 50 the 10 executives interviewed.
As described in Table 3, an analogy is made with Kübler-Ross's contribution to the dying phases. In the comparison, one can evaluate the stages that lead organizations to have negative results and stay with them until decisions are made about change or that they die. Psychic defense that makes the individual end up denying the problem, tries to find some way of not getting in touch with the reality of death. It is common for people not to want to talk about it either.
The organization does not accept considering the changes that occur in the business environment. It ignores industry trends and refutes the idea of change. It believes that the unsatisfactory results are timely and will change.

Anger
The individual revolts with the world, feels wronged and does not conform because he is going through it.
The organization feels powerless, the results of the operation do not meet the needs of the company and do not see changes to improve the result, the organizational climate is heavy.

Bargaining
The individual begins to negotiate, beginning with himself, ends up wanting to say that he will be a better person if he comes out of that situation, makes promises to God and uses his faith.
The organization uses the plans and opportunities as a lifeline, it makes promises of change for the future.

Depression
The individual retreats into his inner world, isolating himself, feeling melancholy feeling weak in the face of the situation.
The governing body of the organization tries to reverse the results scenario, draws up plans, and makes inferences of possible opportunities.

Acceptance
Stage in which the individual does not despair and can see reality as it really is, being ready to face loss or death The organization accepts that it is not possible to operate in the same market in the traditional way. Actions are taken for new business, innovations and new markets. Breakthrough Point for New Organizational Cycle In this study, organizations suffered from changes in the competitive environment that are common to both, and which led to the presented results.
The main changes in the business environment were: + Imported products: Customers move to direct product import, mainly customers characterized as distributors and industries, this action was taken due to the lower cost of acquisition. Distributors and industries are accounts relevant to these organizations; + Market Dispute: As demand declined, it was necessary to sacrifice prices to gain market share, which helped to deteriorate the margins of both organizations. + Commodities: Products are in fact standardized, do not present specific requirements or that contain attributes that generate differentiation, in the product is the same anywhere in the world, since they comply with international standards for its design. In this case the differentiation is due to the price strongly influenced by the exchange (which justifies or not the import).
All executives reported that changes in the business environment were drastic, and that despite the issue being addressed at the strategic planning meetings, there was no preparation to override this move or provide resources to offset the losses. In addition to the financial impact on operations, the pressure on the structure and implications on the organizational climate are shared, causing discomfort among employees, conflict of interest between management, reduction of staff, among others.
The company "A" was able to recover the margins due to the complementary strategies of the product portfolio, obtaining the most complete product line in the market so far and obtaining better margins on products that the competition does not have. Inventories, develop world-class suppliers, structure supply and logistics teams, and more.
The company "B" designed the strategy of deactivating product lines that present negative results and develop components conformed to cold to supply the industries in general, taking advantage of the machines and equipment available. It was necessary to adapt operations with secondary processes and obtain quality certifications for supply to certain industries.
Both companies were able to reinvent themselves and improve the results of their operations in the face of environmental changes, but they had to sour the negative result to make these decisions. In the analogy made on the basis of the stages of Klübler-Ross's dying, the stages that organizations spend until they reorient themselves are similar to the steps of the sick, organizations would have died had they not had the decision-making to change.