Leadership And Organizational Change Worksheet

Leadership and Organizational Change Worksheet

Task A: Models and theories of change

Instructions for Task A: In the Response row, identify three models or theories of change that CrysTel might apply as it implements its change initiative. Be sure to cite your sources.

Response to Task A: 1. Equity (motivation with fairness in social exchanges). Understanding the importance of equity model can be determined by how each department functions distinctly to the added whole of the CrysTel. Although each department has a unique and important role within the operations of CrysTel, it is important for leaders to unify or laterally create a balance through equity in programs for change. Disparity may be perceived on how a department such as Technology Operations has a more refined system for conflict resolution and allows liberties in the decision making process rather than the Marketing or Sales departments. The "grass is greener" perspective from the employee must be refocused that everyone has an equal and shared opportunities within the organization. Furthermore, it is the responsibility of the leader to assess the working environment to ensure negative and positive equity does not persist, and appropriately use organizational justice to minimize the effects.2. Expectancy (motivation to behave in ways that produce valued outcomes). In identifying each department needs to improve, using this model can determine the amount or level of work (by motivation) the employee will perform through logical results. After reviewing CrysTel's weak performers and implementing methods for change, it can be determined that the Marketing department although not by much, still did not meet the expectations for results in change. Using the theories of the model (Vroom) in assessing the department, the leader could probably assess the level of effort probably needs to be changed to increase the level of outcome. Also, instrumentality can be important to develop change for the Marketing department with training and mentoring. Therefore, the leader should determine the valence levels of the employees respective to the organization.3. Goal Setting or Management by Objectives (MBO - participation in decision making, goal setting and objective feedback). This method can be used to enhance performances with each department in order to achieve desired results. For instance, the annual performance reviews conducted by the Sales and Delivery department can establish the MBO - directing one's attention - using the SMART format for their employees and follow up at scheduled events or with milestones - regulating one's effort. Persistence can followed up in keeping the group focused on the objective, and making the objective a part of their personal goals. Finally, goals encourage and develop dynamic strategies and plans to achieve results. Feedback and effective communication is required to understand the level of commitment and determination processed to accomplish the goal, and to develop initiatives to ensure the success. Each one of these models are distinctive strategies to solicit positive motivational responses in supporting the organization towards the goal, however, each method seems dependent with another in moderation to be exceptionally effective.

Task B: Theories of leadership

Instructions for Task B: In the Response row, identify three leadership theories and explain how a leader might use each of the theories in implementing the change initiative at CrysTel. Be sure to cite your sources.

Response to Task B: 1. Feedback. This aspect can be tailored to each department on their performance in the past and after change was initiated. With feedback group and individuals can be assessed on how their performance measured to the goals or desired changes required by the organization. This assists as a tool to identify measures needing to be corrected and those efforts used which are working. It is important for the leader to identify substantial positive feedback more so than negative to effectively enhance to develop performance measures. Since feedback is an important aspect in developing employees and groups, it equally important of knowing when and where to provide feedback. Seeing feedback as an effective tool in affecting behavior, attitudes and motivation, it is equally important not too abuse or loose trust with feedback. The Marketing team undeniably needed the leadership to provide feedback to the personnel and allowing them to understand the situations, solicit upward feedback apart from the surveys, and determine necessary actions required in developing the group.2. Extrinsic Rewards. Upon reviewing the situation with CrysTel, it is the leaders responsibility in determining appropriate methods and rewards system necessary to keep the employee motivated and focused to the objectives (reward equity versus reward equality norms). It is also necessary for the leader to seek a balance in providing a rewards program without sinking into the extrinsic reward pitfalls. A possible solution to provide motivation to the two departments - Marketing and Sales - having lackluster results would be team-based pay. Ensuring the collective motivates each within the team to achieve the desired results towards change. Extrinsic rewards are effective as a tool to motivate but too much can lead to the pitfalls briefly identified (8-reasons discussed in chapter 10 of Organizational Behavior). Therefore, the emphasis is determining the balance of extrinsic rewards with intrinsic rewards and ensuring these methods are congruent to the individual and team respective to the goals of the organization.3. Positive Reinforcement. Because both feedback and extrinsic rewards do not provide all the answers to effectively motivate employees, these techniques coupled with positive reinforcement assist to develop a more healthy and sustained plan in change. The reinforcement model must be carefully reviewed to determine the applicability and appropriateness of type (negative versus positive) to ensure effectiveness. Generally situation and environment will determine the applicability of negative reinforcement over positive reinforcement. Delivery and scheduling of positive reinforcement is equally important in order to obtain optimum results. Like understanding the appropriate time to schedule a time out in sports, timing and frequency (continuous and intermittent) of reinforcement relative to the other methods, feedback and rewards is required reach the desired end-state. In the CrysTel organization, positive reinforcement could be applicable during all phases and more emphasized during progression in each department. Again, it is imperative that each leader understands the development of their department by