Affecting change in Organizational Leadership

Affecting change in Organizational Leadership - Affecting...

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Affecting Change 1 Affecting Change through Organizational Structure Carl Richard Foster February 20, 2010 LDR 531 Organizational Leadership Dr. Robert W. Ridel University of Phoenix
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Affecting Change 2 Affecting Change through Organizational Structure Background – Smith & Falmouth is strategizing a shift in organizational culture transforming from a product focused to a customer focused one due to a marked decrease in sales and customer feedback. Facilitating this change will allow seizing of a larger market share in this highly competitive global economy. According to Robbins and Judge (2007), employees form a “subjective perception of the organization based on factors like degrees of risk tolerance, team emphasis, and support of people. This perception becomes, in effect, the organization’s culture or personality. These favorable or unfavorable perceptions then affect employee performance and satisfaction, with the impact greater for stronger cultures. Just as people’s personalities tend to be stable over time, so too do strong cultures. This makes strong cultures difficult for managers to change. When a culture becomes mismatched to its environment, management will want to change it” (Robbins & Judge, 2007, chap. 16). The organizational culture of all companies is established through the current customs, traditions, and the general practices because of what has been done before and the degree of success it has had with those past endeavor’s (Robbins & Judge, 2007). The culture of a company is influenced by the personality and style practice by the leader. Organizational culture is influenced by the character traits of the founder, owner or CEO of the organization and could shape the vision of the organization. Keeping the organizational culture closely in line with the set vision of the company could be achieved using several methods such as employees’ selection and set criteria for performance. Shift in Organizational Culture from the CEO — Change Starts at the Top. In order for any company to implement a change in culture successfully, particularly one as large as a shift from being product focused to customer focused, the change must start at the top of the organization.
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Affecting Change 3 The CEO of the Smith & Falmouth sets many standards, and the standard of leadership is arguably the most important. The primary job of a leader, as stated by Robert L. Swiggett in the text is to “create a vision” (Bateman & Snell, 2007, p. 394). This vision must take many aspects into consideration, primarily summed up in the broad context of internal and external factors. Some of these internal factors are those that relate to human capital and the psychological implications of change to that human capital, organizational structure that will support the change, and fiscal obligations required for the restructure. External factors include a significant focus on determining target customers’ needs and expectations and the analysis of public opinion
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This note was uploaded on 07/29/2011 for the course LDR 531 taught by Professor Edens during the Spring '10 term at University of Phoenix.

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Affecting change in Organizational Leadership - Affecting...

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