Implementing a Leadership Change

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Implementing a Leadership Change
Edwino Barreto
LDR/531-MBAY0W2WU2
April 4, 2011
Prof. Eve Morse

Implementing a Leadership Change
In this paper I will describe a change strategy that effectively pairs with my selected leadership structure and styles with the Learning Team’s B end vision for Gene One. Leadership Changes
Leadership adjustments in any organization may cause an organization to experience greater changes and fluctuations. A new leadership may start at an organization with a new plan about how the organization should operate. This may create a resistance among employees who may think about their job security and position. According to Robbins and Judge (2007), one of the best documented discoveries from studies of individual and organizational behavior is that organizations and his or her members resist change. At times leadership may not take into consideration the importance of communication when change is in plans of the organization. Usually, leadership will quickly announce the change internally and externally without thinking of the effect to the organization. Gene One is an organization that has an immense future and growth. The leadership of the organization understands that the company should start an Initial Public Offering (IPO), which would require several changes within the organization. Gene One’s leadership has various points-of-views on what should take place. For some, the change is at the right time, and for others going public would jeopardize the company because the organization is not ready for the change at this moment. With today’s business environment with globalization an organization must make the necessary steps to ensure the future of the company. According to Robbins and Judge (2007), a global economy means that competitors are as likely to come from across the ocean as from across town.

Leadership
The Chief Executive Officer (CEO), Don Ruiz, understands that the organization has no experience with an IPO and the importance of the company to assess what needs to be done to reach the goal. The Chief Financial Officer (CFO), Michelle believes that the company should make the move because the timing is right. Michelle questions if the organization can overcome some bad publicity about the industry even though the news is not direct it may affect the company. The Chief Technology Officer (CTO), Teri is a bit reluctant to move forward, but offers valid points as how to go about the changes. The Marketing Officer, Charles, is brilliant in marketing, but needs to focus more on the details. According to Robbins and Judge (2007), companies that have been successful in the past are likely to encounter restraining forces because people question the need for change. Gene One Scenario

Reading the Gene One scenario was interesting to say the least. Learning Team B discussed how the change may affect the team and who may be more competent in a leadership role. An example of an employee who left the company because of the plans to go public can be the start of a trend. This type of behavior may be unavoidable because some may embrace change others will resist changes in an organization. To ease the tension within the company leadership must be consistent in their communication and obtain employee feedback. This in turn will make the employees feel a part of the change and allow the participation of the components that make the organization move forward. According to Robbins and Judge (2007), it appears that people who adjust best to change are those that open to experiences, take a positive attitude toward change, are willing to take risks, and are flexible in their behavior.

To go public Gene One must complete various tasks, which involve Michelle and Greg, who is the human resources manager to study the Sarbanes Oxley Act (SOX). The act may affect the organization in many ways, and a good assessment is vital to the company before the IPO. The SOX requires that the IPO...
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