Sample Leadership and Management - Assignment
Added on 2021-04-17
36 Pages5739 Words44 Views
Leadership ManagementLanguages and CultureSociology
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Organizational TransformationDepartment: Leadership and ManagementModule Code: MODO001102Student ID # Anglia Ruskin University Lord Ashcroft International Business School1
Student ID # ContentsList of Figures..................................................................................................................................4List of Tables...................................................................................................................................5Introduction......................................................................................................................................6Chapter one......................................................................................................................................7Organization Transformation...........................................................................................................7Organization Development to Organization Transformation to Organisation Efficiency...............7Organization going through the transformation..............................................................................8Actions.............................................................................................................................................9Aim..................................................................................................................................................9Objective..........................................................................................................................................9Research Approach........................................................................................................................10Organization Background..............................................................................................................10Size, Product or Service.................................................................................................................10Organization Structure...................................................................................................................10Construct a VMOST Table............................................................................................................11Chapter 2........................................................................................................................................13Diagnostics....................................................................................................................................13Impact of diagnostics in the Organization transformation process...............................................13Organization change against Literature.........................................................................................13Transformation leadership.............................................................................................................14Motivation......................................................................................................................................152
Student ID # Culture...........................................................................................................................................16Change Movement process............................................................................................................17Organization Transformation to Organization development.........................................................17Kaleidoscope of change model......................................................................................................18Kotters 8 steps Model....................................................................................................................19Chapter 3........................................................................................................................................20Intervention....................................................................................................................................20Transformation Leadership............................................................................................................20Trouble with Followers..................................................................................................................21Negative Transformational Leadership.........................................................................................21Making Change Permanent............................................................................................................21Motivation......................................................................................................................................21The Economy.................................................................................................................................22Challenging the Status Quo...........................................................................................................22Culture...........................................................................................................................................22Change management Process........................................................................................................23Chapter 4........................................................................................................................................24Implementation .............................................................................................................................24Conclusion.....................................................................................................................................27Reflective.......................................................................................................................................29References......................................................................................................................................29Bibliography..................................................................................................................................293
Student ID # 4
Student ID # List of FiguresFig 1: VMost structure.................................................................................................................9Fig 2: Maslow’s theory of motivation...................................................................12Fig 3: Vroom theory........................................................................................13Fig 4: McGregor theory....................................................................................14Fig 5: Johnson & schools theory...........................................................................15Fig 6: Kaleidoscope of change model.....................................................................16Fig 7: Kotter’s 8 step model................................................................................175
Student ID # List of TablesTable 1: VMOST..........................................................................................................................10Table 2: Analysis the actions within the intervention...................................................19Table 3: Motivation analysis the actions within the intervention.....................................20Table 4: Culture analysis the actions within the intervention..........................................21Table 5: Change management Process.....................................................................22Table 6: Implementation Table.............................................................................256
Student ID # IntroductionThe role of the management in the organization is simply to ensure the direction and relatedobjectives of the organization and to make sure that organization follows them. This involvesenduring and short-term policy as well as internal organizational work to cooperate. The mostimportant task for managers is to make changes and implement through changes and planningplans, goals, schedules and resource constraints. Today's organizations are facing increasingcompetition, consumer demand, economic pressure and financial crisis. To achieve this goal,they need to reduce costs, improve the quality of products and services and respond quickly toinnovative opportunities in the market. These change management accounting principles includetopics such as actual convergence of enterprises, descriptions of common practices, comparativestructural options and identification of plans, and organizational changes successfullyimplemented and measured(Della Corte, Del Gaudio, Sepe & Zamparelli, 2017). Variationsinclude complex simultaneous interfaces. In its process, there will be various potential forms.Each of these forms is a potential alternative future for the system - its scope can complete thetransition from complete destruction and elimination of system to large-scale complexity. Thisstudy included the concept of organizational development from organization development toorganizational efficiency within the Columbus Communications Trinidad Limited (CCTL).7
Student ID # Chapter oneOrganization TransformationReactive organization costs are very high. Turning organizations into active entities can reducecosts and eliminate duplicate and non-value added processes, which are critical to improvingprofitability while improving service and product delivery. The transformation plan provides anopportunity to easily transform the organization from passive to proactive. This process begins atthe highest level of the organization and ensures management's commitment, and the strategicobjectives and goals reflect the present organizational needs (Ee Wan, 2013). Once this situationis consolidated, process, operational objectives and HR will translate into a really cross-functional cohesion plan. Organization Development to Organization Transformation to OrganizationEfficiencyOne of the main ways to help organizations improve their resilience and adaptability is toimprove and develop critical thinking skills. The tools we use to embed and enable team-basedcritical thinking are executive decision support tools. The tool is designed to achieve criticalthinking during high pressure and review: “cut in” conflict or incomplete information;understand key points; assess impact in key areas; make decisions; assign tasks and effectivelyrelate to all identified interests Communicate with others. The tool makes the team agile andadaptable, and shows resilience in the face of rapid and destructive changes. The team that hasbeen using the tool for many years has already used this feature intuitively in other areas such asrunning major transformation projects, steering committee meetings, and responding to major8
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