...When thinking about transformational changes, many don’t know that if can be something that has happened to them in the past or even present. Transformational changes can be anything from recognizing a significant problem such as not being able to get promoted in a job that you are working for. When thinking about confronting it intensely can be you thinking of reasons on why you’re not getting promoted such as education wise. When finding the solution it could be to get back into school to earn a degree so that when a promotion comes up you are on top of your game and know what to expect. Integrating a new perspective and a new set of assumptions into your life pattern was to take the knowledge that the person has learned as used it in their career. Many people may take the transformational changes to make themselves better but to also make their job more of a career then something that they have to do on an everyday base to base. A transformational change that I did to myself was when working in a child care setting it is hard to want to move up the line to better yourself as a coworker. I had recognized a significant problem about my career and that was the promotion part. Being in the child care setting and working on post for the military they would like to have their co-\workers to have some sort of degree when working in that kind of setting. That was the confronting the intensely part was knowing that I didn’t have a degree. So what I wanted to do was to better myself...
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...ORGANIZATIONAL CHANGE Introduction In the recent past, the global business environment has become turbulent characterized by a number of rapid changes. Senior and Swailes (2010) posit that “there is a relationship between the level of environmental turbulence and forces for change”. This has placed hyper-competitive demands for organizational change where organizational leaders are faced with the experience and challenge of whether they have an option when it comes to change (Boston 2000). However; despite the importance for organizational change, Durant (1999) notes that 60% - 70% of all organizational change projects fail with tremendous cost implications to the organizations in resources, time, money, etc. This has given rise to growing concerns at this time when change has become a norm in the life of organizations as a strategy for competitiveness and sustainability in response to the business environment (Connor et al 2003). Durant (1999) posits that one of main reasons for failed organizational change projects is linked to the role of leaders in organizational change. It is no doubt that organizational change involves complex and challenging change processes; thus, the imperative role of leadership been noted as key in addressing the complex and challenging issues of organizational change (Kennedy 2000). Senior & Fleming (2006) in discussing the role of leadership in organizational change posits organizational leader as an agent of change shouldered...
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...discuss and critically evaluate the prevalence and the degree of the relationship between transformational leadership and its effect on the employee’s positive self-esteem and organisational commitment. The presentation of the most important observations and insights in this report are based on the information gathered from a questionnaire. The questionnaire was administered and completed by the chosen work group of employees constituting a sample of ninety three individuals. As prior research and analysis in this field was limited to a generic employee group it was decided to further contribute to this field by investigating the differences in responses between male and female respondents. A literature review was conducted to assess and present the relationship between transformational leadership and the effect on employee’s self-esteem and organisational commitment. The impact of transformational leadership on the sample group has been assessed through statistical analyses of the extracted data (from the survey). The interaction between the following constructs were investigated: * Transformational leadership on positive self-esteem Results determined a poor correlation * Transformational leadership on organisational commitment Results found a marginal impact * Positive self-esteem on organisational commitment Results found a medium correlation * Transformational leadership on organisational commitment, with the mediating effect of positive self-esteem ...
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...journalist with Chief of the Malaysian Army (TD) during recent Langkawi International Maritime and Aerospace exhibition (LIMA). The topic discussed during the interview is on TD transformation planned. The transformation of TD is based on “ARMY 2 10 Plus 10” planned which started in 2004 and will continue until 2020 and beyond. The focus of this transformation planned is strategic transformation on the changes of equipment to cope up with current environment; the changes in threat and technological advancement on military hardware act as driving force for TD transformation. The transformation focuses on training and operational equipment together. However this transformation planned is not definite because of uncertain financial budget. TD could not decide on the equipment early on and must wait for the approve budget. Other than uncertain budget, Army also faces with the problem of underperforming contractors which resulted in delay in delivery and cancellation of project. Issues The transformation planning is not details enough since the type of equipment that going to be change or procure could not be decided earlier due to uncertain financial allocation that will be provided by the government. The loose planning may spell disaster in the process of transformation. The underperforming contractors also raised the eyebrows; where contract had been terminated which cause valuable time and money. Discussion The type of transformation is strategic in nature because the...
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...Transformative Learning Transformative learning challenges learners to reflect on how past experiences has shaped them. It can essentially adjust your views, feelings, thoughts, and actions. It can change the way you identify and interact with the world. When transformational learning occurs, your daily activities, relationships, and your visions for the future can be changed. In the four stages of transformational learning process you must: (1) Recognizing a specific problem - In this first stage of the process, the individual has decided that there is some form of change that is necessary in their life. You must realize what the problem is so that you have an idea on what you are going to be examining. (2) Confronting it intensely - Next you must address the problem without time-wasting and be open to accepting all ideas. This step requires serious thinking and is a very important part of the process, as it takes a person through the whys and wherefores of the problem, and what has worked and not worked in the past to decrease or change the problem or problems. (3) Finding a solution - Finding the solution is the next step. Provided with self-awareness, the information on the reasons and causes of the problem, what has worked and hasn't worked in the past, an individual evaluates all of this information and makes a conclusion about what step or steps that need to be taken to solve the problem. (4) Integrating a new perspective and a new set of assumptions into your life -...
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...head-on head competition. Perhaps because most companies lack the necessary transformational intelligence that is based on constant teaching and learning and the required power of empathy, which bring an increase level of sensitivity to signals changing. The main idea here is to identify change and its associated opportunities in order to become the competitive one and the only one. I am very much agreeing with change and how one can change the rules and not compete head-on. We have to take a look at case by case models of change and understand the quantifiable rate of production. Let’s take for example: the smart car or electric car. If we all agree, it makes sense for the environment to accept a smaller “smart car”, and we achieve 100% adoption as consumers, what happens to the tracking industry and the delivery of our consumptive goods? Are we now willing to transport goods because we have to transport them into smaller containers with less power? Can you imagine a smart car next to a diesel 18 wheeler? Are we willing to sacrifice the safety of our families for the cost of the maintenance of the environment? People are fundamentally selfish and will not voluntarily create a sea change unless they are forced to do so or unless there is no choice. Companies can identify the need to change with the associated opportunities to become the only competition but without government intervention to drive the change at a local global effort, the results are depressing. Blue Ocean is a...
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...The first contributor to Whirlpool’s success was the fact that Slone’s strategy realized that the problem facing the supply chain was a result of not only an old system in place, but also because of inefficient or poor management of the supply chain. In this regard, the solution was not only directed at improving the individual links such as the existing suppliers, logistic partners, etc. but rather it also involves completely changing the process of how supply chain is managed. In which case, it thus means modifying the entire procedures and system as well as the way the company managed the supply chain. Likewise, it asserts the proactive role of top management down to bottom-line employees who are involved in the total distribution of goods and services. Secondly, the company realized the importance of meeting their clients’ needs in a faster and more efficient ways. Thus, the employment of “schedule actualization” or the just-in-time (JIT) approach is asserted of critical role in improving the supply chain of Whirlpool. This is because people nowadays are more demanding due to their busy lifestyle. Thus, oftentimes, people purchase appliances with the expectation that the store will be able to provide or deliver the product to them in just a couple of days, hence “deliver with integrity.” Thirdly, building better expertise in the application of decision support and IT tools such as CPFR and i2 to identify patterns, assess potential performance, and manage newly developed...
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...A Need For Change Within A Project Ronny L. Wade Walden University Abstract In this paper, I will show the type of change approach I took to make a major change within the organization technologically and culturally. As stated by (Schein, E, 2006), “Change and stability are two sides of the same coin”. I believe that communication within and among an organization is driven with the successes and failures of employee management and the employees that will increase the effectiveness of the growth of change within the organization. To perform change more effectively a clear and precise plan of action must be present, to due to the success or failure of the proposed change. A Need For Change Within A Project “THE PRIMARY TASK OF MANAGEMENT is to get people to work together in a systematic way, like an orchestra conductors, managers direct the talents and actions of various payers to produce a desired result” (Christensen, C. M., Marx, M., & Stevenson, H. H., 2006, p. 73). The Situation In this ever changing world of technology, I once conveyed to my company a vision that would bring change in the way we process our product with the development teams and the client. In the vision I expressed that we needed to have a more organized approach to developing our code for the client’s and that we needed a centralized hub where all code is checked in and checked out for the developers. Our company utilized SVN at that time, which did not give the security as GIT would...
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...Quinn (1996) provides a narrative and defines technical, transactional, and transformational leadership. Accordingly, transformational leaders are motivated by a vision and are guided by a moral system based on a set of core values. They are action oriented, strive to maintain integrity, and are often unconventional. Transformational leaders work toward a vision in spite of what could be consequential for them – pursuing what they deem right for the collective. Tsai (2011) researched the relationships between organizational culture, leadership, and job satisfaction. Based on the research results, Tsai (2011) concluded that to influence the behaviors and attitudes of individual contributors such that they acknowledge the organizational vision, a leader must increase the contributor’s job satisfaction. Job satisfaction can be influenced either through promoting a particular type of organizational culture or by changing leadership behavior. Both Quinn (1996) and Tsai (2011) present valid theories on change management. Neither of these theories act independent of the other. Tsai (2011) conceptualizes organizational leaders to be supportive, encouraging, trusting, visionary, consistent but flexible, and a facilitator for open communication and group interaction. These leadership characteristics are consistent with Quinn’s (1996) definition of a transformational leader. Transformational leadership essentially can lead to higher levels of job satisfaction, and in turn, positively...
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...Why Organizations Change James De Gagne MTG/380 November 22, 2011 Tammy Walker Why Organizations Change Organizations change for different reasons, external pressures, the change in the economy, new product line, global influence, or internal pressure, a new business strategy, a change in the vision, or mission statement, reorganization, or acquisitions. When an organization changes the people within the company must also transition. Transition means a person has to let go, say goodbye, and live outside his or her comfort zone. To illustrate an organizational change I choose Budget Panels and their employees as an example. Budget panels went through a series of eras. The final era was the acquirement in 1986 by Hon Industries. This acquisition brought many transformations in the company, for the employees as well as new pricing, products, and services. This paper will follow Budget Panels transitions; describe the change transition curve, and the influence of global and internal environments. First, a small summary of how Budget Panels was originated and the organizations transition into the final era. Budget Panels was created by entrepreneur Gary White. Gary started Budget Panels in the garage of his home in the early 1980s. The company produced office partitions. The organization quickly grew and evolved from an entrepreneurial business to a professional management structure in a new location in Kent, Washington. The company also changed their name from Budget Panels...
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...needed to become a successful change agent? To become a successful change agent requires a critical trait – power, a transformative idea can come from below, however, change can only be made by a person with some sort of authority (expert, legitimate, reward, coercive, etc.). Change is compelled by managers who have a platform to advocate for a new direction and the ability to hire, promote, and reward those who embrace it. To become a successful change agent also requires essential transformational leadership qualities, these qualities are: The ability to have a clear vision, set clear goals and direction for yourself and those involved in the change effort. A successful change agent sees a future no one else does, and that vision would not let him rest until it is achieved. A successful change agent leads change because he believes his organization must get ahead of an approaching calamity in order to survive and win. He has the ability to set difficult but attainable goals for himself and his co-workers but used his optimism, enthusiasm and self-confidence to build positive expectations in others. He let people know how changes or innovations would help them succeed and incorporated this into their visions for future success. The ability to be persistent and courageous to bet his careers. A successful change agents is willing to take bold action—and accept the consequences. This requires commitment and he knows that leading change can be messy, with few clear-cut...
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...Essay Ali J Leadership & Team Dynamics Word count : 1830 29th March, 18 The purpose of this essay is to provide the company XYZ with a full analysis which would later provide them with the ability to innovate as their recent changes have not been affective. This company already engaged in a transformational process where the key concept was to elevate to their responses for the rapidly changing nature of the markets and the industry, also considering what the customer preferences are, how can they be creative and stand out by implementing flatter structures as well as cross functional teams. Although they changed their leading process they still didn't get the change they were hoping for,...
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...Step One: Establishing a Sense of Urgency Establishing a sense of urgency is essential to gain the cooperation needed to initiate a greater need for change. Some leaders misjudge the difficulty to get people out of their comfort zone, or give themselves too much credit for how well they think they have already done. They could also just lack the patience required to develop appropriate urgency. Leaders should understand the importance of having a sense off urgency. If they did, they would be able to differentiate between complacency, false urgency and true urgency. Many times change initiatives fail isn’t due to being poorly thought out, or insufficient facts, the problem is that the case is all head and no heart. Leaders should “Aim for the Heart.” This way they will connect to the values of their people and encourage them to become great. The business will then bloom with human experience, engage the senses, create messages that are simple and imaginative, and call people to aspire. Step Two: Creating the Guiding Coalition Forming the right coalition of people to lead a change initiative is detrimental to its success. The coalition must have the right composition, a substantial level of trust, and a mutual objective. Decision-making is an important component for teams. In a world that is constantly changing, organizations are forced to make decisions more quickly and with less certainty. Teams of leaders and managers acting together are the only effective way to make...
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...changing rapidly. Ironic as it sounds, change is one of the very few consistencies in the world. But yet we look at change as a brief disruption in life. It is this view of change that causes stress in people. Change at work can be a major contributor of stress. Whether it is downsizing or changes in leadership, change within an organization takes place all the time. Changes within an organization usually occurs when a company wants to improve the performance of the organization. Change is inevitable in today’s business community in order to meet the needs and demands of an ever changing marketplace. Globalization, rapid advances in technology, and a declining economy are some of the challenges organizations face today. If an organization wants to stay in business and increase profits, it needs to adapt and change very quickly. Moreover, having the right people within an organization to effect change is critical. Most change efforts are unsuccessful due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. In the book, The Heart of Change, Kotter and Cohen illustrate a step by step a process to implement effective change in the workplace. The process comprises of eight steps an organization can use to effectively accomplish change and achieve success. Through the use of personal testimonies of successful organizational change, the authors demonstrate the effectiveness...
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...Chapter 4 Types of Change First order: incremental change, maintain and develop the organization, they are changes designed to support organizational comunity and order. Fine-tuning, incremental Adaptive, incremental but recreative: * Individual initiatives: small-scale changes, personal initiatives, identifying and emplementing small-scale changes. Individual ability to create or exploit a tech. 1. Autocratic 2. Meritocratic 3. Social club Second order: discontinuos change “is transformational. Alters org core, not developing but transforming: * Downsizing, restructuring and reengineering are regarded as transformational. Ocurring recommendations for major change with hypercompetitive bussines eviroments: 1. Delayering; vertical levels 2. Networks/alliance; internal and external collaboration 3. Outsourcing; no distinctive competence 4. Dissaggregation, smaller bussines units 5. Empowerment; to provide employees with authority, resources and encouragement to take actions 6. Flexible work groups 7. Short-term staffing; short period, specific issues/tasks 8. Reduction of internal and external boundaries; to encourage communication and resource sharing Reorientation, Re-creation. Transformational Types: * Type 1, org moves from an entrepreneurial to a professional management structure; Apple Computers from an entrepreneurial company, larger professional. * Type 2, revitalization of already-established companies...
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