Organizational Change Concept

Leadership and Organizational Change Concepts Worksheet

LaWanda Jones

University of Phoenix

Lorinzo Foxworth, MA

August 2, 2007

Leadership and Organizational Change Concepts Worksheet

Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading

Practical Applications of Goal Setting

With business barely surviving the CEO of Intersect Investment Company, Francis Jeffers has implemented a new vision: The CEO would like to "provide a broad set of products and services to consumer and small business customers using a model of customer intimacy that will build long-term relationships based on trust and value to the customer."

The above statement is similar to the simulation where this author has been assigned the task of providing the information necessary to optimize flexibility, promote innovation, and sustain change. This is going to be needed within Intersect Investment Company to be successful with its new vision (Building a Culture for Sustaining Change). To be effective, the CEO-board chair relationship depends on both partners being clear about their respective roles and responsibilities, trust, ongoing communication and honesty. It also requires willingness to tolerate different points of view (Totten & Orlikoff, 2007). This statement relates to how Jeffers is going to have to relate with the new Executive Vice President of Marketing and Sales to be successful with his new vision

Vroom's Expectancy Theory in Action Jeffers had to replace the previous Executive Vice President of Marketing and Sales because he did not support the new philosophy and new approach of the organization. Jeffers is hoping the new replacement will quickly bring the sales department in line with the new "customer intimacy" model.

Jeffers is expecting the new Executive Vice President of Marketing and Sales to apply the Vroom expectancy theory of one's perceived chances of achieving valued outcomes .This theory reveals how effort, performance expectancies and outcome instrumentalities influences the degree of effort expended to achieve desired outcomes (Kreitner & Kinicki, 2004).

"The strength of a tendency to act in a certain way depends on the strength of an expectancy that the act will be followed by a given consequence (or outcome) and on the value or attractiveness of that consequence (or outcome) to the actor" (Kinicki & Kreitner, 2004). Jeffers is anticipating this formula will work within his organization

Understanding the Feedback Process

Jeffers lets Janet Angelo, the new Executive Vice President of Marketing and Sales know right away to stay employed with the organization, the organization needs to have a growing customer base. Jeffers does not want a customer churn rate of nearly 25% a year. Jeffers wants to know how Angelo plans to grow the customer base with people who will not leave the organization for better offers. As well as employees who are not regularly looking around for the lowest account management rate.

In the simulation CrysTel is also trying to keep all its customers and increase its customer base. CrysTel's Mission is to provide their customers with the best and most reliable telecommunication services statewide (Building a Culture for Sustaining Change). Jeffers wants to receive positive feedback from Angelo assuring him she can increase customers and assure him customers will not feel unsettled while being loyal customers. This issue is similar to the statement from the text about a manager previously being in the Vietnam War which helped shape his leadership style. Jeffers is hoping Angelo style can turn the organization around (Kreitner & Kinicki, 2004).

Research on Expectancy Theory and Managerial Implications

Janet Angelo has sent a memo to Thomas Hardy, SVP of Human Resources to

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