Leadership and Organizational Change Concepts Worksheet
| Concept | Application of Concept in the Scenario or Simulation | Reference to Concept in Reading |
| Feedback Process | Intersect Investment workers desire to be part of the organization by being involved in the new plan. Annie believes that the workers are resigning from the organization due to the fact that they do not comprehend the changes, and they do no think that the management has the capacity to implement the new plan and they are not obtaining the data and essential updates they need to perform their tasks. It is essential for the company leaders to treat the workers properly and with respect (Intersect, Inc. Scenario (University of Michigan) . It is important that Intersect utilize the management method that will properly inspire and motivate the workers to not only understand and be involved not only in the organization’s ongoing success, but also in their individual improvement as well. Management by objectives will enable worker feedback to be obtained, allowing management to respond on any of the issues and also take into account concerns that may have not been tackled. In the simulation, CrysTel hires experts to do surveys within the company to determine the negative and positive attributes of the departments. The consultants have been provided funding worth $65,000. An Employee Satisfaction and Climate survey worth $48,000 was used by the experts. This is the best choice for obtaining views regarding the way the workers will feel concerning their work problems (teamwork, interaction and management support) and workers’ behaviors towards company environment (Building a Culture for Sustaining Change Scenario (University of Michigan). . | “Feedback pertains to any data that tackles those “How am I doing?” inquiries. Excellent feedback answers them honestly and effectively. It is data individuals can utilize either to verify or correct their performance” (Schermerhorn, 2008, p. 21). |
| External forces for Change | Developments will happen whether the workers at Intersect Investment are opposed to change or not. It is up the management to inform and implement the developments in a positive and excellent manner. Changes must be integrated as a method of a learning experience for the workers as well as the leaders. It is also necessary that leaders support the workers in the procedure of adjusting with the developments and eliminate the previous negative behavior by acquiring positive new ones. Janet did a great job by applying Lewin’s Change Models and discussing the developments to the workers. Janet gave time for the employees to be prepared for the developments. It included reaching a point of acceptance that change was essential for Intersect Investment, and the employees have to be prepared to go away from their present comfort areas (Intersect, Inc. Scenario (University of Michigan). . The management of Intersect Investment knew that change was not a one time scenario, but instead a procedure. This was a procedure involving transition, or the internal movement individuals make in response to a change. The management also knew that stability was necessary once the changes have been done. The developments have to be acknowledged and become the new standard. Employees and leaders of Intersect Investment have to establish new relationships and become at ease with their responsibilities. The external force for development for Intersect Investment is the bombings that happened in September 2001. Since then, the financial services market has been unpredictable all the time, and even problematic Individuals’ confidence in investment organizations becomes all-time low. In order to remain progressive, Intersect Investment must apply an effective and tactical change. | “External factors for development emerge outside the company. Since these factors have global impacts, they may force a company to question the value of the business it is involved with and the procedure by which goods and services are generated” (Schermerhorn, 2008, p. 6). |
| Expectancy theory | Intersect investment has to understand their worker’s dissatisfactions in the past market conditions. Intersect Investment Services has been in a consistent state of change, and due to this change the company has to discover methods to inspire its workers and to keep them updated to the organization’s new approach. The management will have to create incentive programs to make the teams inspired to attain the organizational objectives and believe that they are progressing with the organization. Emotions are truly flaring all over this company. Worse, it looks like most of the employees are still confused with their new objectives; they don’t even know why the company is doing it. | ”Expectancy theory states that individuals are inspired to act in manners that generate target combinations of anticipated results. Expectancy theory states that workers in a company will be inspired when they understand that putting in more initiatives will produce improved job results, that improved job performance will result to company incentives, like an increase in compensation or benefits, and that these anticipated company benefits are given importance by the worker in question. This theory also highlights the needs for companies to relate benefits directly to outputs and to guarantee that the benefits given are those incentives deserved and desired by the employees. It also highlights self interest in the synchronization of benefits with worker’s desires, the links among anticipated behaviors, benefits and company objectives” (Bowditch, 2007, p. 48). |
| Equity Theory | In CrysTel, one of the main issues is the inability to acknowledge equity theory among departments. CrysTel is made up of five main units, and three of these units are effective since the unit members function as a group while the other two is not so effective. It is necessary to realize that every unit has a distinct and critical task to do for the organization’s success. It is the task of the leader to establish the sense of fairness so all workers will think of the organization as an environment that everybody has fair and shared roles within the company, and a setting where they can work to their best capabilities (Building a Culture for Sustaining Change Scenario (University of Michigan). | “Equity theory pertains to a framework of motivation that tackles the way individuals strive for fairness and justice in symbiotic relationships. Individuals are inspired to manage consistency between their mental perspectives and their attitudes. Observed inconsistencies establish mental uneasiness, which, as a result, inspires corrective measures. The theory also mentions that people desire for fair treatment which makes them inspired to keep the justice controlled within the relationships of their co-employees and the company. The framework of equity in the company is grounded on the proportion of inputs to results. Inputs pertain to the contributions done by the worker for the company; this entails the task accomplished by the workers and the attitude as well as their capabilities and other beneficial experiences the worker may provide for the benefit of the organization. (Bowditch, 2007, p. 91)” |
| Motivation through goal setting | Motivation is important to worker effectiveness. In the situations of CrysTel and Intersect Investment, both companies acknowledge the significance of this and have planned to create the worker compensation plan based on the desire to strive harder and go past the objectives. The higher they accomplish, the better their incentives or benefits will be. And the only method for both companies to accomplish that is to concentrate on marketing these new products out and utilizing them to maximize productivity. The new organizational plan should aid inspire the group to strive even harder. | “The motivational effect of performance objectives and goalbased incentive schemes has been acknowledged for a long time. For objectives to improve outputs, one should identify them as hard to accomplish and as particular. Easilyaccomplished objectives tend to be linked with inferior performance than harder objectives. An unclear objective does not seem likely to improve outputs. An objective can become more detailed through enumeration, like by demanding improving productivity by 50%”; or by identifying specific activities that have to be finished. (Hitt, 2008, p. 108).” |
References
Bowditch, J. (2007). A Primer on Organizational Behavior. Wiley; 7th edition
Building a Culture for Sustaining Change Scenario (University of Michigan)
Hitt, M. (2008). Organizational Behavior. Wiley; 2nd edition
Intersect, Inc. Scenario (University of Michigan)