Topics: Management, Business school, Business Pages: 4 (1301 words) Published: April 17, 2013
Sultan is expected to face some obstacles while trying to achieve human and leadership sustainability. Sustainability can’t happen over a night and needs time and while trying to achieve it, a lot will change and those rapid changes will have some effects on the organization that forces Sultan to adapt and overcome. Uncertainties will be created while implementing the change (Christensen & Raynor, 2003), therefore organizational structure and planning will definitely becoming more critical to achieve competitive advantage within the industry (Miller, 2005). The first obstacle leaders should consider is employee resistance to change (Kirkman, 2000: Piderit, 2000). People don’t like change and the fear it which makes some employees resist it, ignore it and even fight it. For Example, although we are trying to sustain our hard working employees and keep them, some will For example find the change causing job insecurity. This is the negative way to respond to change but it’s normally because of the fear of fail adapting to the changes and this affects the process of change. This issue is related to leadership sustainability as well; since we need a leader that has been in Sultan, understand the culture of Sultan and the employees. The leader should identify the reasons why employees resist the change and come up with solutions to support the phase.

Another issue Sultan might face is keeping its employees. Employees can resist the change, but some employees might have no interest in staying to work in Sultan. Keeping employees is critical to any business. Sultan is a business that customers engage with employees a lot and to insure customer satisfaction, it needs to have the right people. Its employees need to be well trained, skilled and communicate well. Train them cost money and time, and Sultan like any other business need to keep those skilled and experienced staff. Keeping employees is not an easy job. It needs planning, culture of care and managers...
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