Leading Change

Leading Change

Introduction

Leading an organization through a major change is a daunting task for even the most seasoned professional. While the management of the changing organization is focused on improving efficiency, quality and profit and ensuring the future of the organization; the employees are often hesitant and frightened of what the new initiatives mean for their job security and job satisfaction. The current paper provides an overview of a fictional corporation named Good Sport and the organizational culture and structure that exist. Strategies for influencing power and politics in this organization are highlighted. Finally strategies for managing and implementing a major change at Good Sport are discussed.

Good Sport Overview

Good Sport is a fitness equipment manufacturer that was founded a decade and a half ago by a former National Basketball Association player who now acts as the Chairman of the Board. Good Sport's product line includes treadmills, bicycles, steppers and rowers and they market to individuals, as well as, fitness clubs, hotels and hospitals. The organization has steadily grown over the years and now operates in the states of Florida, Georgia, North Carolina and South Carolina.

Good Sport has a clear organizational structure with the following four departments: Production, Research and Development, Sales and Finance. Each of the aforementioned departments has a Vice President, a Senior Manager and a Team Manager. The Vice Presidents all report directly to the Chief Executive Officer.

"Organizational culture is the basic pattern of shared assumptions, values, and beliefs governing the way employees within an organization think about and act on problems and opportunities" (McShane & Von Glinow, 2005). Obviously the common bond that aligns all of the various departments is their commitment to fitness and style. It appears that another common thread is respect for the corporation's executives who have remained loyal and employed with Good Sport for a long time. There are distinct differences in departmental cultures; for instance, the Sales department has an informal attitude and enjoys spending time with their co-workers outside the office. However, the Production department prefers to maintain a professional distance with co-workers. Both departments prefer to work independently and do not like other departments interfering in their daily duties.

Good Sport's organizational structure and culture will have a major impact on how the company conducts business. "Companies with strong cultures generally perform better than those with weak cultures, but only when the cultural content is appropriate for the organization's environment" (McShane & Von Glinow, 2005). It is important for each department in Good Sport to understand how all of the other departments work and the preferences and dislikes of each so that interactions can be approached in a manner that will garner efficient and effective results. In order for the organization as a whole to be successful, each department will have to work separately as well as together to achieve the cutting edge fitness equipment that will ensure the companies survival. The success of Good Sport thus far and the common theme of respect throughout the organization indicate that this organizations structure and culture are compatible. Although they may not agree on everything or the approach to get things accomplished, they apparently respect each other enough to get their jobs done and successfully expand the business.

Organizational Structures and Cultures

Rundall (2007) cited the importance of organizational structures in evidence based management. The four key strategies to this fact-based management listed in the study were: 1. Recognize and respond to the growing demand for accountability as a strategic issue. 2. Establish organizational structures and processes for knowledge transfer. 3. Build a questioning organizational culture and 4. Build organizational research capabilities.

The power structures within the Good Sport organization are easily identifiable and straightforward. The CEO ranks highest in the chain of command followed by the Vice Presidents, Senior Managers and Team Managers respectively. Politics also plays a major part in this organization as well as any other corporation. The first task presented in the scenario involved obtaining buy-in from the Sales department on a new prototype that they were less than enthusiastic about selling. The first political strategy I used was to invite the head of the Sales department out to dinner because I had knowledge that he enjoyed meeting colleagues outside of the office. In addition, I also choose to facilitate a presentation by the prototype developer to the Sales department. The Sales department dislikes being dictated by others and I thought that this would be the most non-threatening approach to informing them about the new product.

As the simulation progressed and roles changed, other opportunities to utilize politics in an effort to gain power were presented. When the new prototype was presented to the production department, concerns regarding manufacturing costs arose. In an attempt to win them over, I requested that the Vice President of Research and Development, who shares a good rapport with her peers appeal to the Vice President of Production, who is well respected and known to be flexible and innovative. I also decided to appeal to the department's creative side by presenting them with the unique features of the prototype. Providing them with an avenue to utilize their creativity was sure to appeal to their egos and boost their morale.

One of the final roles I held in the simulation was in the position of Chief Executive Officer and a decision regarding empowering all levels of management had to be made. I elected to permit greater flexibility in policy implementation for executive management; provided middle managers with the freedom to suggest goal changes and granted lower management a decision-making role in recruitment. The previous examples are just a few that were evident in the simulation that demonstrated the importance and influence of politics and power in any organization.

In regards to power and politics determining culture, I think that there are political behaviors that are just common to interacting in a social setting. There is also a negative side to politics if the organization's structure is such that it encourages these types of behaviors. Harris, Andrews and Kacmar (2007) examined the perceptions of organizational politics on an individual's turnover intentions and job satisfaction. The researchers found that perceptions of

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