Leadership and Organizational Change Concepts Worksheet
Join now to read essay Leadership and Organizational Change Concepts Worksheet
Leadership and Organizational Change Concepts Worksheet
Kerri V. Alexander
University of Phoenix
Leadership and Organizational Change Concepts Worksheet
Concept
Application of Concept in the Scenario or Simulation
Reference to Concept in Reading
Shaping
Although there is a time limit to align employees with Intersects new company strategy of customer intimacy, Janet Angelo, the Executive Vice President (EVP) of Marketing and Sales, has already conducted one on one meetings with all her employees as well as staff and all-employee meetings. The topics of these meetings defined upcoming challenges, opportunities, and their operating plan for the next 12 months. “By reinforcing these basic behaviors” (Krietner & Kinicki, 2004, chp 10), Janet will eventually lead Intersect in accomplishing their goals on time.
“Shaping is defined as the process of reinforcing closer and closer approximations to a target behavior.” (Krietner & Kinicki, 2004, chp 10)
Feedback
Intersects EVP of Marketing and Sales, Janet Angelo, held a staff boardroom meeting where she met with all senior staff to discuss their upcoming challenges they foresee in the next 12 months. She asked each member to share their departments position; they each had a slide tailored to their departments position, showing goals, strengths and weaknesses. When the meeting would turn to “finger pointing” Janet, would get the group back on track and focused on the purpose of the meeting.
“Feedback” is objective information about individual or collective performance. Subjective assessments such as, “Youre doing a poor job,” “Youre too lazy,” or “We rally appreciate your hard work” do you qualify as objective feedback. But hard data such as units sold, days absent, dollars saved, projects completed, customers satisfied, and quality rejects all candidates for objective feedback programs.” (Krietner & Kinicki, 2004, chp 10)
Resistance to Change
Since the CEO introduced Intersects new company strategy, there has been some opposition from both employees and key leadership. During an all-employee meeting with Janet Angelo, EVP, Marketing and Sales, employees voiced their concerns about the new company direction. A couple of the employees appear to be frustrated due to the lack of clarity in defining the vision of the new strategy. According to John Kotter, “one of the eight reasons why organizations fail at change is because management fails to establish a vision that guides the change process.”(Kreitner & Kinicki, 2004, chp 19).
“Resistance to change” is an emotional/behavioral response to real or imagined threats to an established work routine. (Krietner & Kinicki, 2004, chp 19)
Stress
The introduction of Intersects new strategy is causing stress and anxiety on many company employees. According to Kreitner & Kinicki “the most common examples of individual stressors are job demands, work load, role conflict, role ambiguity, every day hassles, perceived control over events occurring in the work environment, and