Leadership Strategies for Implementing Change

In order for new organizational strategies to be implemented successfully, effective leadership is required to rejuvenate the organization and assist employees with adapting to a changing environment. Successful implementation of the organization’s new vision requires management to provide a “big picture” to their employees, “as well as all of the sequential steps that lead to it” (Wharton Executive Education, (2010). Implementing Strategy: Leading Effective Execution).

By GeneOne modifying leadership, the company will be able to proceed in a positive direction that will allow manager(s) to blueprint several strategies, select and implement a plan geared into the direction needed to be successful as an IPO. Throughout the subsequent points, I intend to provide guidelines on the leadership strategies required to initiate organizational changes, how to implement organizational changes and the strategies that have been selected to execute GeneOne’s organizational changes. Very good Leadership Strategies for Organizational Modification

Organizational change has become very prevalent when discovered amongst successful companies and plays a significant role in designing a lucrative business. Although “change is good”, it is important for management to accept that not all employees will be receptive to changes within the organization. Throughout the transformation, it is important for the organization to maintain a comfortable working environment and be prepared to handle the challenges that may stem from employees that may be resistant to change.

Following are common reasons why employees and the organization as a whole may resist change: •Lack of trust: A basic reason for resistance to change is distrust of the people that proposed it. Even if there is no obvious threat, “a change may be resistant if people imagine hidden, ominous implications that will only become obvious at a later time (Leadership in Organizations (2006) Leading Changes in Organizations). •Belief that change is unnecessary: Opposition is more likely to occur if the current methods have been successful in the past and there is unclear evidence of crucial issues that require major modifications.

If top management has stressed how well the organization is performing, convincing employees of the need for change may be difficult without solid reasoning. •Economic treats: Such threats occur when its good for the organization but, may result in employees suffering a loss of income, benefits, or job security, downsizing, layoffs, and replacing people with technology to improve processes ; thus the creation of resistance to change. •Relative high cost: Even when it is clear the changes will benefit the organization, the cost incurred when implementing the changes tend to be higher than the benefits.

There is cost to train on new procedures, possible hiring of new resources and the loss in “performance invariably suffering during the transition period” (Leadership in Organizations (2006) Leading Changes in Organizations Chapter 10) while learning new procedures that replace the old. •Fear of personal failure: Change can make expertise obsolete when new ways of performing the task is required. Which can lead employees to lack self-confidence when they are required to trade procedures they have mastered in for new methods that are difficulty to master? Treat to values and ideas: Modifications that are contradictory to employee values and ideas will cause resistance, especially when values are significant to the company’s culture. Good examples The strategy that a leader utilizes to introduce changes within the organization will play an important role in how it is received by employees. Although the occurrence of the aforementioned resistance factors are possible, a negative can be transformed into a positive if a leader views resistance as energy that can be redirected to improve change, contrast to seeing resistance as a hindrance that will decelerate the change.

Active resistance indicates that an employee has strong “values and emotions” that should not ignored and, instead, used to contribute to the organization’s new goals. Additional strategies that can help management with introducing organizational changes is making sure that the employees are knowledgeable “about the policies, obligations , rules and a detailed structure of the organizational changes which are to be implemented. (Organizational Change Management – Strategies for Implementing Organizational change. (N. D. ), and changes that may impact their individual responsibilities. By doing so, managers can effectively dismiss the feeling of insecurity and uneasiness among employees. Implement Organizational Change For organizational change to be implemented successfully, it is imperative for management to understand that each stage requires a solution approach in order for effective systems and process to be put into practice.

Devising a implementation strategy will provide management with an extensive view and meticulous understanding of the implementation process; which will in turn lead to making better informed decisions “efficiently and effectiveness. ” Following are five core areas where implementation should initiate: 1)Strategy Implementation Model: Equip the organization to adapt to change by developing a model of appropriate structures, objectives, controls, integration mechanisms, and incentives for implementing the strategy. )Strategic change: Understand the stages of implementation, forces for and against changes, and ways to over come resistance changes; develop structures and tactics to implement change. 3)Human Resources and Strategy Implementation: Implement HR policies with strategy implementation needs 4)Strategy and structures: Understand how strategy affects structure and how the choice of structure affects efficiency and effectiveness. 5)Incentive and Controls: Discuss ways to motivate and control performance, including methods to achieve effective coordination.

Very good By using the aforesaid steps as a guideline when implementing changes within the organization, managers will discover how to accurately “align corporate structure with corporate strategies and how to integrate formulation and integration” (Wharton Executive Education, (2010). Implementing Strategy: Leading Effective Execution). In addition to utilizing the five core strategies, action research can also be used by collecting “data and selecting change action based on what the analyzed data indicate. (Organizational Behavior (2007) Personality and Values Chapter 19). Once a plan is ready to be implemented, an effective leader should be prepared to introduce steps and provide answers to skeptic / concerned employees that may still have qualms and need additional reasoning for such drastic reorganization.

To assist, managers should also include Krotter’s Eight-Step Plan for Implementing Change to the company’s implementation plan: 1. Establish a sense of urgency by creating a compelling reason for why change is needed. . Form a coalition with enough power to lead change. 3. Create a new vision to direct the change and strategies for achieving the vision. 4. Communicate the vision throughout the organization 5. Empower others to act on the vision by removing barriers to change and encouraging risk taking and creative problem solving. 6. Plan for, create and reward short-term “wins” that move organization toward the new vision. 7. Consolidate improvements, reassess changes and make necessary adjustments in the new program. . Reinforce changes by demonstrating the relationship between new behavior and organizational success. Very good Leadership Strategy Selected to Implement Change for Gene One In order to successfully implement the changes needed to make GeneOne’s transition into an IPO, the company should be lead by a Transformational Leader that can provide Idealize influence, Inspirational motivation, Intellectual stimulation and individualized consideration through the Organizational Development method.

Although organizational development does not consist of a single concept, implementation through this strategy will provide “a collection of planned-change interventions built on humanistic-democratic values that seeks to improve organizational effectiveness and employee well-being. ” (Organizational Behavior (2007) Personality and Values Chapter 19, p. 654). In addition, the organization development method will provide “human and organization” growth that will assist with decreasing and eradicating employee resistance to change, while increasing organizational augmentation that will contribute to implementing the necessary changes.

Following are positive outcomes that can result from the values in utilizing organizational development: •Respect for people: Individuals are perceived as being responsible, conscientious and caring. They should be treated with respect. •Trust and support: The effective and healthy organization is characterized by having an environment that supports trust, authencity, openness and compassion. •Power equalization: Effective organizations deemphasize hierarchical authority and control. Confrontation: Instead of issues being ignored or overlooked, they should be openly confronted. •Participation: The more that people who will be affected by the change are involved in the decision surrounding the change, the more they will be committed to implanting those decisions! In addition to the aforementioned, the organizational development strategy will also offers techniques or interventions that should be utilized to implement, monitor, assess and improve or revamp strategies in the necessary areas.

The six intervention methods consist of the following: 1. Sensitivity training: Training groups that seek to change behavior through unstructured group interaction. 2. Survey feedback: Questionnaires are given to identify discrepancies among member perceptions; discussion follows and remedies are suggested. 3. Process Consultation: A consultant assisting a client to understand process of events that should be dealt with and / or that need improvement. 4. Team building: High interaction among team members to increase trust and openness. . Intergroup development: efforts to change the attitudes, stereotypes, and perceptions that groups have of each other. 6. Appreciative inquiry: Seeking to identify the unique qualities and special strengths of a company, which can be built on to improve performance. Very good When implementing the new strategy, it is important for managers to create a Learning Organization, which allows the company to create an environment that has the continuous capability to adjust and change.

Evidence of a company being a learning organization is shown when a shared vision that everyone agrees on exist; people discard old ways of thinking and standard methods of solving issues or performing tasks; members consider all organizational process, activities, function and interactions with the environment as part of interrelationships; people openly communication without fear of punishment or judgment; people sacrifice their self-interest and departmental interests to work together to achieve the companies shared vision. Conclusion

In conclusion, developing an effective leadership strategy will permit an efficient implementation for organizational change. Carefully selecting the type of leader and their approach will play a vital role on how the modifications are received and carried out by the employees. In order for GeneOne to transition into an IPO successfully, while aiming to retain their key leadership team members and eliminate the qualms that cause resistance to change amongst employees, I feel that the organizational development and learning organization methods are the best leadership styles that should be implemented to carryout the company’s new vision.

When attempting to implement organizational change, factors such as employee emotions, the company’s financial status, long-term goals, and the company’s credibility should be kept in mind. Considering such aspects will enhance the chances of a well coordinated and successful implementation that will be benefited by the leaders, their subordinates and the organization.


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