Managing and Leading Change

Topics: Organizational structure, Leadership, Management Pages: 13 (2275 words) Published: February 10, 2015


Managing and Leading Change

Name

Institution

Managing and Leading Change
Introduction
Currently, organizational change permanent features in business industry. The changes in the technology, labor pools, and even market have called for exploration of better and efficient ways to run the production (Amis Slack and Hinings, 2004). Hence, different organizations have employed different advanced strategies to deal with the problems they are facing. Each day, the organizational leaders have become more and more sensitive to all factors influencing productivity. In most organizations, the employees are used to doing same activities every day. In the end, they find the activities boring and monotonous. Apparently, this phenomenon lowers productivity. As a result, organizations such as Pfizer came up with a unique style that can help reduce the monotony of the work while at the same time boosting the productivity in the organization. Jordan Cohen, senior director of organizational effectiveness, employed the strategy of Office of the Future (OOF). Here, the body is connected to an outsourcing company, where the leader of the team is emailed the work details. Thereafter, the administrator assigns the job to his team. As Cohen states, the approach has helped in saving time and finances. Hence, this essay focuses on description and evaluation of what Pfizer is doing, concepts of organizational structure and an analysis of the structural implications utilized by Pfizer and application and assessment of the relevant theory on leadership style and behavior practiced by senior director. In addition, the focus will be laid on an innovative plan for continuous change management and organizational effectiveness at Pfizer. Description and Evaluation of What Pfizer is Doing

Pfizer is a global pharmaceutical company that is determined to improve the efficiency and effectiveness. The Company's senior director for organizational change, Jordan Cohen is committed to see every skill in the company put to use. The statistical data available for Pfizer shows that 20% to 40% of the employees in the organization are engaged in support services whereas only 60% to 80% are involved in knowledge work, which actually every employee was employed for. Despite using the Harvard MBA Staff, Cohen realizes that their strategies won't bear any significant fruits. Hence, the senior director at Pfizer embarks on a more sophisticated approach, to reduce boredom and monotony at workplace while at the same time increasing productivity. Pfizer resorts to using of OOF (Office of the future). In this case, the company is connected to an outsourcing company, which helps in carrying out some activities of the organization. As Cohen says, the application of ‘office of future' has had benefits. The benefits have been realized more especially in terms of time and finances. The time spent in conducting certain activities has indeed gone down, as the cost of these activities has also done (Wetlaufer, 2001). The leadership at Pfizer, and especially the senior director for organizational effectiveness had actively worked to solve all the challenges affecting productivity. As it is noted, in this case boredom and monotony, plus many employees being involved in support services hindered the effectiveness of the team. Hence, the senior director went ahead to find an amicable solution (Marks and DeMeuse, 2005). It is paramount for leaders to assess his or her employees regularly in order to detect areas of production that require reinforcing. By doing, the leader will be abreast of all the emerging challenges affecting the staff and ready to deal with them competently (Huq, Huq and Cutright, 2006). Concepts of Organizational Structure and Analysis of Structural Implications Utilized by Pfizer For a small organization, such as a business run by the proprietor and two more employees, an organizational structure may not be necessary. However, big and complex...


References: Amis, J., Slack, T., and Hinings, C. R. 2004. The pace, sequence, and linearity of radical
change
Bower, J. 2001. Not all M&As are alike and that matters. Harvard Business Review
7(3):93–101.
Cascio, W. F. 2002. Strategies for responsible restructuring. Academy of Management
Executive 16(3):80–91.
Eriksson, M., and Sundgren, M. 2005. Managing change: Strategy or serendipity—
Reflections from the merger of Astra and Zeneca
Feldman, M. S. 2000. Organizational routines as a source of continuous change.
Huq, Z., Huq, F. and Cutright, K. 2006. BPR through ERP: Avoiding change
management pitfalls
Marks, M. L. and DeMeuse, K. P. 2005. Resizing the Organization: Maximizing the gain
While minimizing the pain of layoffs, divestitures, and closings
Meyer, A.D., Gaba, V., and Colwell, K.A. 2005. Organizing far from equilibrium:
Nonlinear change in the organizational field
Mirvis, P., Ayas, K., and Roth, G. 2003. To the desert and back: The story of the most
Dramatic business transformation on record
Wetlaufer, S. 2001. The business case for revolution. Harvard Business Review
79(2):113–19.
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Managing Change and Leading People Essay
  • leading and managing changes Essay
  • Managing strategic change Essay
  • Technology Change, Managing Change and Resistance to Change Essay
  • Leading change in an Organization Essay
  • Essay on Managing Change
  • Essay about Leading and Managing a Major Change Project
  • Leading and Managing Change Essay

Become a StudyMode Member

Sign Up - It's Free