Running head: CHANGE MANAGEMENT RESEARCH
Change Management Research
University of Phoenix
Change Management Research
Effective Leadership FP International
FP International is a privately held company with 550 employees worldwide and over $100 million in annual sales in 2005. FP International manufactures packing products such as bubble, air cushions, Kraft paper cushioning and ready-to-use products, polyethylene foam, loose fill made of 100% recycled polystyrene or cornstarch and Kraft/bubble mailers (About FP International, 2007). Arthur Graham is the founder and president of FP. Graham started the company in 1967; it was called Free-Flow Packaging International at the time, which later was changed to FP international. Graham gained his expertise by heading up a company called Safe-T Pacific Company in the 50's, Safe-T pacific was the leading maker or paper straws. Already holding a patent for hollow paper tube packaging, the company looked at making its product from lightweight plastic. In 1968, the company developed a unique, new extrusion process to produce its free-flowing cushioning material from expanded polystyrene. The hollow polystyrene tube was crimped in the center to make a figure-eight-shape. This distinctive figure-eight-shape both identified FLO-PAK loose fill and created greater product protection by interlocking with other eight-shapes in a carton during shipment. (About FP International, 2007). Graham is still the president of FP International, at the age of 87. Graham has very hands on approach to the company and is an effective leader. He is still involved in all the operations in the company and goes into work every day. FP International has taken on organizational changes and performed well before during and after the changes. "A successful organizational change is highly dependent on effective leadership throughout the organization. Senior executives cannot create change on their own. According to organizational change expert John Kotter, successful organizational transformation is 70% to 90% leadership and 10% to 30% management" (McShane & Von Glinow, 2004). FP does not have laissez-faire leadership within the company; Graham would not tolerate the ineffectiveness of that leadership style within his company. A significant part of effective leadership is the close connection between the leader and the follower, which often determines the success of the leader's mission. Graham is a successful leader and because of his leadership FP International grew into a very profitable company. CrysTel is going through similar leadership changes. As the company grows, the executives and managers will need to continue with the effective leadership. CrysTel will be a successful organization just as FP International is if it stays on the right course. Organizational Learning Intel
Intel is the world's largest chip developer and manufacturer, offering products and services at various levels of integration. Intel was founded in 1968 and has weathered major changes in the semiconductor and computer industries. In the late 1980's, Intel capitalized on the opportunities associated with the phenomenal growth of the PC industry. During this time, under the direction of Craig Barrett all top executives made the strategic decisions making it almost impossible for any technical employee to propose ideas for development (Dell). This changed, Craig Barrett had a background in learning organizations, and he was a former associate professor at Stanford University. Craig, along with the other executives, helped lead Intel into the direction of organizational learning. The company prospered and so did Craig Barrett; he is now the current Chairman of the Board for Intel Corporation.
Intel responded to the needs of organizational learning by working with other companies on the same subject, The Society for Organizational Learning. "Organizational learning is an organization...
References: About FP International. (2007). Retrieved February 24, 2007 from
Barbuto, J.E. (2005). Motivation and transactional, charismatic, and transformational leadership:
A test of antecedents
Retrieved March 14, 2007 from ProQuest database.
Brand autopsy: Business strategy. (2007). Retrieved March 18, 2007 from http://brandautopsy.typepad.com/brandautopsy/business_strategy/index.html.
Boeing (2007). Vision, employment and culture. Retrieved March 16, 2007 from
Brenneman, W.B.K., Fulmer, R.M. (1998). Learning across a living company: The Shell
Cleveland, B., (2007). Lasting motivation: Avoid the formulas
embrace the principles! Call
Center, 20(2), 14. Retrieved March 12, 2007 from RDS Business Suite.
Dell business strategy secrets (Part 1). (2007). Retrieved March 18, 2007 from http://www.itmweb.com/f031099.htm.
Dell business strategy secrets (Part 2). (2007). Retrieved March 18, 2007 from http://www.itmweb.com/f031099.htm.
Dell (2007). Retrieved March 18, 2007 from http://www1.euro.dell.com/content/topics/global.aspx/corp/investor/en/webcast_30?c=ed&l=en&s=corp.
Denton, J. (2001). Organisational learning and effectiveness. Understanding Management, Third Edition. New York: New York.
Katzenbach, J.R. (1996). Real change leaders. The McKinsey Quarterly, (1) 148 . Retrieved
March 10, 2007 from EBSCOhost database.
Kreitner, R., Kinicki, A. (2003). Organizational behavior 6e. New York: The McGraw-Hill Companies. Retrieved February 12, 2007 from University of Phoenix rEsource, MBA520 Resource optimization website.
Kuntz, K. (2005). Communicating your cooperative 's message: Lessons learned.
McShane, S. L. & Von Glinow, M. A. (2004). Organizational behavior: emerging
realities for the workplace revolution (3rd ed.)
Raytheon (2007). Backgrounder. Retrieved March 16, 2007 from
Samsung. (2007). Retrieved March 17, 2007 from, http://www.samsung.com/.
Society for Organizational Learning (2007). Retrieved March 18, 2007 from
The Starbucks Company. (2007). Retrieved March 17, 2007 from http://www.starbucks.com.
Stemina. (2007). Retrieved March 17th, 2007 from, http://www.stemina.com/.
United Colors of Benetton. (2007). Retrieved March 17, 2007 from
University of Phoenix. (2007). Building a culture for sustaining change simulation. Retrieved March 12, 2007, from University of Phoenix, rEsource, Simulation, MBA520-Transformational Leadership.
Please join StudyMode to read the full document