Leadership and Change Management in Moroccan Lights Co

Name 1
Leadership and Change Management in Moroccan Lights Co
Student’s Nam
University
Date
Instructor

Name 2
Leadership and Change Management in Moroccan Lights Co
Introduction
Organization change management is one of the issues that managers deal with in
organizations. According to Senior & Fleming (2006) there are different types and causes of
change that emanate from both the external and internal environment. This entails evolutionary
reasons and revolutionary reasons that dictate the way organization operate. One way of change
in the organization is adjusting the business operation or work practices within the organization
to meet the changing needs of the work environment. The role of organizational change is to
develop new organizational or work practices that seek to improve the condition of the
organization. This is the reason why Oussama developed the job rotation approach as a way of
changing organizational practices to make the organization more dynamic and create better work
arrangements.
1. The pros and cons of each option
To implement the job rotation approach, there was a need for Oussama to adopt a change
management approach that will be used to address the issues that revolve around the change.
From Lewin’s force field analysis model, any change in the organization must meet resistance
thus the need for management to address the resistance to change. The model suggests that
change can only take place in an organization if the forces for change overcome the opposing
forces of change (Hussain, et al. 2016, p. 6). The first option that Oussama thought of was
forgetting about the job rotation issues and allow the status quo to remain. The main benefit of
this process is that it will retain the status quo of the organization and assist the manager to avoid
any challenges that emanate from the change process. Since changes can be expensive and if not
implemented well can have serious implications to the organization, then avoiding the change is

Name 3
one option that can be taken by management thus maintaining the status quo and ensuring that
the business runs as usual. This means that Oussama will be avoiding to deal with the challenges
of the change process thus failing to show the ability to be a leader.
The limitation of this strategy is the fact that it leads to no change at all and shows
weaknesses in the leader due to the inability to deal with the issues that revolve around the
change. For change to take place in the organization, management must be willing to deal with
the challenges of resistance and other underlying organizational issues (Lamsa & Sintonen 2006,
p. 111). This shows weaknesses in the leader and the lack of strategies for managing change
related issues. This means that the leader will have failed in the change process since nothing
will have happened and at the same time this is an indicator that there will be future challenges in
implementing similar change initiatives in the organization.
The second option in the change process is making job rotation mandatory through a
management order that makes the change to be effective immediately. This is a top-down
approach that allows management to make decisions from above and make the subordinates to
follow without any objections. This is an element of the bureaucratic structure where top-down
management decisions are used to ensure that organizational goals are met (Fugate, Kinicki &
Prussia 2008, p. 8). In most cases, top management seems to understand the needs of the
organization better than lower level employees thus the reason why Oussama needs to make such
a decision. This means that management will be in charge of the whole decision and will develop
the change management process and then execute it through a top-down approach. This option
reduces the challenges of processes which do not meet organizational requirements since top-
level management needs to strategically develop the job rotation process thus ensure that the

Name 4
process is aligned to the strategic goals of the organization thus increasing the chances of
meeting the required needs.
One major limitation of this process is it fails to address the resistance to change in the
organization which is critical in achieving the desired goals. This creates high resistance to
change since employees will feel threatened by the new change process especially if they feel
that they were not consulted in the initial process of developing the strategy (Sartori, Costantini,
Ceschi & Tommasi 2018, P. 4). When resistance to change is high then the possibility of the new
change process being effective becomes limited. This reduces employee’s morale which in turn
affects performance. Strategic management theorists insist on participatory approaches where
management involves the employees in critical decisions to reduce resistance to change.
This means that by making job rotation process mandatory Oussama will be limiting
employee participation which is an important element in modern management. Modern managers
are result oriented through applying human relations approaches that seek to ensure that
employees meet the needs of the organization. Thus by failing to recognize the views of the other
employee and failing to accommodate his needs, then the performance and effectiveness of such
an employee can be limited thus making it difficult to achieve the intended benefits of job
rotation (Fedor, Caldwell & Herold 2006, p. 14). This can also lead to turnover issues within the
organization since the employee who is not comfortable with the turnover strategy can decide to
find another job which can have another cost implications Moroccan Lights Co.
The third option that Oussama can take recognizes the views of all the employees and
makes job rotation flexible by applying it once and then waiting for some time before applying it
again to accommodate the needs of all the employees. Flexible work arrangements exist in
different organizations and are sometimes used to create varying work arrangements that reduce