Leadership and Organizational Change Worksheet
Task A: Models and theories of change
Instructions for Task A: In the Response row, identify three models or theories of change that CrysTel might apply as it implements its change initiative. Be sure to cite your sources. Response to Task A: 1.
Equity (motivation with fairness in social exchanges). Understanding the importance of equity model can be determined by how each department functions distinctly to the added whole of the CrysTel. Although each department has a unique and important role within the operations of CrysTel, it is important for leaders to unify or laterally create a balance through equity in programs for change. Disparity may be perceived on how a department such as Technology Operations has a more refined system for conflict resolution and allows liberties in the decision making process rather than the Marketing or Sales departments. The "grass is greener" perspective from the employee must be refocused that everyone has an equal and shared opportunities within the organization. Furthermore, it is the responsibility of the leader to assess the working environment to ensure negative and positive equity does not persist, and appropriately use organizational justice to minimize the effects.2.
Expectancy (motivation to behave in ways that produce valued outcomes). In identifying each department needs to improve, using this model can determine the amount or level of work (by motivation) the employee will perform through logical results. After reviewing CrysTel's weak performers and implementing methods for change, it can be determined that the Marketing department although not by much, still did not meet the expectations for results in change. Using the theories of the model (Vroom) in assessing the department, the leader could probably assess the level of effort probably needs to be changed to increase the level of outcome. Also, instrumentality can be important to develop change for the Marketing department with training and mentoring. Therefore, the leader should determine the valence levels of the employees respective to the organization.3.
Goal Setting or Management by Objectives (MBO participation in decision making, goal setting and objective feedback). This method can be used to enhance performances with each department in order to achieve desired results. For instance, the annual performance reviews conducted by the Sales and Delivery department can establish the MBO directing one's attention using the SMART format for their employees and follow up at scheduled events or with milestones regulating one's effort. Persistence can followed up in keeping the group focused on the objective, and making the objective a part of their personal goals. Finally, goals encourage and develop dynamic strategies and plans to achieve results. Feedback and effective communication is required to understand the level of commitment and determination processed to accomplish the goal, and to develop initiatives to ensure the success. Each one of these models are distinctive strategies to solicit positive motivational responses in supporting the organization towards the goal, however, each method seems dependent with another in moderation to be exceptionally effective.
Task B: Theories of leadership
Instructions for Task B: In the Response row, identify three leadership theories and explain how a leader might use each of the theories in implementing the change initiative at CrysTel. Be sure to cite your sources. Response to Task B: 1.
Feedback. This aspect can be tailored to each department on their performance in the past and after change was initiated. With feedback group and individuals can be assessed on how their performance measured to the goals or desired changes required by the organization. This assists as a tool to identify measures needing to be corrected and those efforts used which are working. It is important for the leader to...
References: Instructions for Task F: In the Response column, list each reference using APA format.
Response to Task F: Allen, M. (2006) Leadership Skills: 7 Key Competencies For Exceptional Leaders. Retrieved September 4, 2006, from the internet. http://www.articlebank.org/Leadership(120,20656).html AME Info (2003) Critical Success Factors For Managing Change. AME Info web article. Retrieved September 4, 2006, from the internet. http://www.ameinfo.com/29295.htmlGravett, L. (1998) Human Resources as a Change Catalyst. Gravett & Associates web article. Retrieved September 4, 2006, from the internet. http://www.gravett.com/articles/00-13.htmHayes, B. J. (2006) Six Sigma Critical Success Factors. Six Sigma web article. Retrieved September 4, 2006, from the internet. http://www.isixsigma.com/library/content/c020415a.aspKrietner, R., Kinicki, A. (2004) Organizational Behavior. Chap. 9, Chap. 10, Chap. 19, 6th Edition (McGraw-Hill). Retrieved August 8, 2006, from the University of Phoenix Library.May, J. (2006) Change: A Catalyst For Conflict And Growth. The Fathers Network web article. Retrieved September 4, 2006, from the internet. http://www.fathersnetwork.org/653.html?page=653&SESSION=f4f396393f6c37565b2f191b838fabd5&s=0Moore, L., Rudd, R. (2006) Extension Leaders ' Self-Evaluation of Leadership Skill Areas. Retrieved September 4, 2006, from the internet. http://www.agri.wsu.edu/wraec/Proceedings/Final%20Papers/21Moore.pdfNavy War College, US Navy (2006) PMI Part II: Policy Implementation Through Strategic Leadership. Retrieved September 3, 2006, from the internet. http://cce.nwc.navy.mil/syllabus-nsdm-nrs/pmi-part2.htmStrategic Studies Institute, US Army (2006) Strategic Leadership Competencies. Retrieved September 4, 2006, from the internet. http://www.strategicstudiesinstitute.army.mil/pdffiles/pub382.pdf
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