Organisational Change and Develop

This article discusses the alternatives for resolving issues associated with leadership context and skills in project management. The article suggests identifying managerial and leadership development needs, arranging suitable training programs, following democratic leadership style, promoting a positive culture, penalizing the project manager for not managing responsibilities properly, arranging leadership course, rewarding the project team members and manager, and involving an outside individual possessing relevant skills and expertise.

Running head: ORGANISATIONAL CHANGE AND DEVELOP
Organisational change and develop
Name of student
Name of University
Author note

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PART 4: Discussion of alternatives
As it could be seen from the case study, there were various issues associated with the
leadership context and the leadership skills possessed by John, the project manager, did not even
reflect on how the business goals and o objectives could be achieved. There were lack of
motivation skills and even the project manager was not much adjustable to the situations, due to
which, he was more concerned with joking around and even showing his attitude of a macho
manager, rather than acting as a role model to the team members during the project management.
Due to this, an inappropriate culture was formed and the values and beliefs were not managed
properly, which further resulted in affecting the project and deteriorating the project outcomes as
usual too (Georgalis et al. 2015). The project team members of XRS should consult with the
higher management and discuss about the lack of support and help provided by the project
manager and even make them aware of the lack of managerial experience and proper leadership
skills and behaviours possessed by John, the project manager.
One of the major effective ways of resolving these kinds of issues could be the
identification of managerial and leadership development needs and then arranging the most
suitable training programs to enhance their skills and knowledge about how to manage the
human resources properly during the project management. The project manager should follow a
democratic leadership style rather than an autocratic leadership style of leadership to ensure that
the opinions and responses of the project team members are considered and they are
communicated with consistently for ensuring successful project management (Küng 2013). The
task allocation and promoting a positive culture would be possible with the sharing and exchange
of information through proper communication, which could also boost the morale of employees

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and create higher productivity of the organisation. The business owner should keep close contact
with the project manager and discuss about the project progress and scope at regular intervals for
ensuring that the organisational norms, policies and rules are followed for effective decision
making. Regardless of what position the person hold within the organisation during the
management of project, the project manager should be penalised and punished with pay cut offs
in case he does not manage his responsibilities properly (Straus, Soobiah and Levinson 2013).
To improve the skills of leadership and foster the development of good behaviors, the
leadership course should be arranged for John, the project manager. The leadership skills
improvement would be possible by taking part in the leadership course, where he could learn the
important traits of leadership and how to become an efficient role model to them for the team
members and thereby keep them engaged towards the accomplishment of organizational goals.
This should improve the body language and even allow him to move beyond the macho attitude
and rather communicate with the workers to identify any gaps experienced during the project
(Stoller 2013). The progress of the project should be reported to higher management for
obtaining feedbacks and make any necessary changes, which should be informed to the project
team members in meetings. Thus the leadership training course could be vital for learning and
leading at the same time through promotion of innovation skills, innovative ideas and higher
level of engagement and motivation of workers, thereby should result in higher productivity and
formation of a positive work culture too (Shunk et al. 2014).
Intervention of team members regarding the retreat behaviors is another effective alternative for
handling issues during the management of project. The manager should be penalized and even
punished for not doing his roles and responsibilities properly, because it could lead down to
lower morale of employees and affect the project outcomes negatively too. The project team

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members and manager should be rewarded in case of positive outcomes derived from the project
and this would make them feel more motivated to perform better and improve the outcomes.
Lastly, the involvement of an outside, i.e., an individual from another department, who possess
relevant skills and expertise is essential to track the managerial activities and also the team
members’ roles and report those to the higher authority (Allen and Campbell 2018). This would
resolve any hindrance issues in the midway of project as well as ensure successful project
management and effective outcomes too.

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References
Allen, M. and Campbell, G., 2018. Crisis Intervention Team Training and the Protection
Motivation Theory. Journal of Social Change, 10(1), p.8.
Georgalis, J., Samaratunge, R., Kimberley, N. and Lu, Y., 2015. Change process characteristics
and resistance to organisational change: The role of employee perceptions of justice. Australian
Journal of Management, 40(1), pp.89-113.
Küng, L., 2013. Innovation, technology and organisational change. Media innovations: A
multidisciplinary study of change, pp.9-12.
Shunk, R., Dulay, M., Chou, C.L., Janson, S. and O’brien, B.C., 2014. Huddle-coaching: a
dynamic intervention for trainees and staff to support team-based care. Academic Medicine,
89(2), pp.244-250.
Stoller, J.K., 2013. Commentary: recommendations and remaining questions for health care
leadership training programs. Academic Medicine, 88(1), pp.12-15.
Straus, S.E., Soobiah, C. and Levinson, W., 2013. The impact of leadership training programs on
physicians in academic medical centers: a systematic review. Academic Medicine, 88(5), pp.710-
723.