...Implementing a Leadership Change LDR/531 January 31, 2011 Options for Implementing Change In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eliminated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. Gene One grew from $2 million to a $400 million company in eight years (University of Phoenix, 2011). Gene One’s success also brought with it an increase of stock indices on Wall Street indicative of an augmented interest in the biotechnology field. Leadership changes at the Food and Drug administration increased confidence in investors in the biotechnology field. Don Ruiz and board members believed a 40 percent annual growth target would keep them competitive. Don Ruiz believed the way to acquire additional funding to maximize growth and remain successful would be an initial public offering (IPO) within three years. Upper management and board members varied leadership styles prove to be challenging when considering a replacement for the chief executive officer (CEO) Don Ruiz. Some members of Gene One management team was not in agreement with an initial public offering, expressed reservations. Some members of management expressed concern of managers being deficient in their leadership skills, experience to handle the next level, and suggested terminating these managers...
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...Implementing Leadership Change Gene One is a biotechnology company that has had success with engineering foods that are disease free and grow at increased rates. Vegetables such as tomatoes and potatoes have been grown without the use of pesticides and other harmful chemicals. These breakthroughs have changed Gene One from a $2 million start-up company into a $400 million company on the verge of going public. The original members of Gene One are challenged with organizing the company and preparing it for an initial public offering (IPO) on Wall Street. The IPO requires the company to make several changes to the structure of the company’s executive board, marketing strategy, and product invention. Leadership at Gene One must identify weaknesses in management concerning the IPO, and the stress associated with going public. Management is challenged with accomplishing one of the following: 1. Gene One becomes a public company and the goals suggested by the chief executive officer (CEO) are met by adding new people to the existing staff and retaining the team’s culture. 2. Gene One becomes a public company and the goals suggested by the CEO are met by removing people and changing the company’s culture. Both of these options require management to move forward with the IPO and to make stressful decisions concerning the company’s future. Dealing with the stress of the change will determine the success of the IPO. “In an intelligently managed organization...
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...disease in tomatoes and potatoes. "As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals." (Gene One Scenario, 2010) The discovery was in the biotech division of the company and was facilitated by Teri Robertson, Gene One's chief technology officer and research scientist. This company is just 8 years old and was started by founder and CEO, Don Ruiz. The discovery is credited for helping Gene One to grow from a $2 million dollar company to the $400 million dollar company of today. The board of directors is convinced that Gene One could become an industry leader and have aspirations of becoming a successful public company. Various leadership changes at the Food and Drug Administration are further enhancing investor confidence in the industry and this has led to the proposal that Gene One is going to have to go public within the next three years in order to keep pace with the demand. According to the local newspaper, the Daily Gazette, the company plans to increase its annual growth and sales by 40%. This is to be done through more gene technology products that will reduce the need for pesticides. This creates the need for more financing to support the new research that will enable Gene One to meet these growth figures. Gene One faces several challenges for a successful IPO. First is the lack of IPO experience in the company. No one at the company has had any experience with this...
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...Running head: IMPLEMENTING A LEADERSHIP CHANGE Assignment: Options for Implementing a Leadership Change YOUR NAME LDR/531 DATE NAME OF PROFESSOR Options for Implementing a Leadership Change Gene One is moving into the future by transitioning from a private company into an Initial Public Offering (IPO). Becoming an IPO means the executives who have investments in Gene One will give up their limited ownership and make the investments and ownership available to the public. (The IPO Process, 2009). Such a transition is bound to create conflict and disharmony, and executives at Gene One have mixed feelings about the change. (University of Phoenix (UOP), 2004). Chief Executive Officer (CEO) Don Ruiz, is initiating the change and is excited about the company being able to serve the public. Michelle Houghton, Gene One’s Chief Financial Officer (CFO), feels very emotionally protective of her ownership in the company because she invested everything she had into Gene One. Marketing officer Charles Jones has no personal investment in Gene One and believes in innovation and moving towards the future and is emotionally detached. Chief Technology Officer (CTO) Teri Roberson is emotionally attached to Gene One because she was part of the original start up group, but is passionate about her work. The opportunity to expand into breakthrough discoveries by becoming an IPO may allow her to overcome her fear of change. Greg Thoman, Chief Human Resources (HR) Officer...
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...Interview on Implementing Change 1 Interview on Implementing Change Harold Nyanjom MGMT 520 PA 2014 Spring 02 PS3 Managing Org Change & Conflict April 20, 2014 Instructor Name: Dr. Whitney Stevens Southwestern College Professional Studies Interview on Implementing Change 2 Abstract This paper is based on this student’s (Harold) interview with a Christian Pastor (Rev. Kenneth Owuor) and analyses change initiatives in pastoral ministries by examining how religious leaders address youth issues both locally and on a global level. The paper looks at what type of leadership styles are best practiced to capture the attention of younger generations, and provide guidance necessary for development of productive quality lifestyles. In an effort to understand the complex nature of the minds of today’s youth, Harold asked several questions on what strategic plans the Pastor had for achieving the goals of his ministry and the anticipated outcomes of effective leadership and guidance on the youth. The interview process identified several opportunities for change and attempts to examine youth ministries as a critical component of religious leadership. The primary purpose of this paper is to look at the lack of emphasis of youth ministries in a population destined to be our future leaders. Interview on Implementing Change 3 Introduction Arnold H. Glasow said, “One of the tests of leadership is the ability to recognize a problem before it...
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...Introduction Organization leadership requires strategies that produce results to benefit all stakeholders, even when leadership changes. Implementing new changes in organization leadership has potential success factors through processes, structures, ability to accept change and improved performance levels (Yukl, 2012). This associates with Joan Salmon new role as Invitation’s Inc. CEO for two months. It is a chance to prove her capabilities as a leader in an organization her father ran for years using the same leadership style. Consequently, Joan has bigger plans and changes she deems vital to enhance profitability of the company, beyond her father’s business culture and practices. Therefore, the essay entails a leadership plan considering roles Joan and her father play in Invitation’s Inc. Leadership role Leaders deal with various individuals with different backgrounds, skills and knowledge. In this regard, Joan and her father Garret possesses different leadership roles. Initially, Joan needs to establish her own style and involve others, yet she stills needs her father’s knowledge. However, involving others will not require her father’s autocratic role, but for her to adopt a participative role. In the two months trial period, he should allow Joan to transition her own participative style. This entails involving subordinates in decision making processes. In doing so, she needs to instill trust and confidence in all of her employees. The significance of adopting this role...
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...Implementing Change Cha’Ron Winston HCS/475 November 5, 2012 Instructor Shelly Uhrig Implementing Change Implementing change within health care organizations can be challenging. All hospital staff must engage in the implementation of change to produce better patient outcomes. Change has to be supported from the highest level of management to encourage the staff to be positive about the changes that are about to occur. Health care organizations must promote change focusing on improving patient safety, medicinal advancements, technical invasive treatments and procedures. Implementing change for better patient care is part of the goal, but also administrative change is essential to innovation of changes will prosper accordingly. Internal changes for administrative processes and procedures will support the initiative of implementing change throughout healthcare facilities. Implementing change will benefit patients and promote employee growth from training and education to conduct the proper standard to initiate changes. What is the manager’s role and responsibility in implementing change in the department? The manager’s role and responsibility in implementing changes within their assigned department consists of coordination that will ensure change will be successfully implemented. Managers must appropriately lead employees with a certain leadership style that will encourage employee engagement and adapt to changes. Managers must assist in the transition phases...
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...Implementing Change Paper HCS/475 04/18/2012 Implementing Change Paper Introduction Implementing change in a department of a company can be challenging. The management team should have a plan of action before implementing change. To implement new changes the manager’s responsibility and position within the department is truly vital. The manager’s position is to assess the change that should take place, come up with a strategy to implement a change, implement the change, and examine the change in a suitable manner. To have a productive implementation of a new system it is essential for the manager to be included in every step. The manager should include the employees and keep them abreast so that they may understand why the change is taking place and how it will impact the work environment. The manager encounters many demands such as dealing with employees who might resist to change, and meeting the company’s goals. This paper will point out the manager’s responsibility and position on implementing change, the way a manager should handle employees who are resistant to change, and define the steps of the change system such as assessment, planning, implementation, and evaluation. When implementing change in the work environment within the department, the manager’s position and responsibility is to make certain it is a smooth transition with the help of the employees. Management should be able to offer support to their employees if they are reluctant to change, communicate...
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...A leadership challenge is becoming increasingly visible in Winnipeg, Manitoba. If left unresolved, staff morale will progressively decline and the quality of care clients receive could be compromised. The River Point Centre is a 28 day residential treatment program for men over the age of 18 who are seeking treatment for substance abuse. At the River Point Centre, decision making has remained centralized under the direction of management and the staff are growing increasingly frustrated with the delivery model of the program. In addition, the management has promoted several employees based on nepotism and employee turnover is occurring at an alarming rate. Despite the lack of leadership, the clinicians are passionate about the field of work and are willing to work together towards an organizational change. The staff had debated about what they should do and reached a consensus to work as a team in negotiating a transitional change in the organization. The team members are motivated to challenge the leadership and advocate for adjustments in the program delivery model. For example, the social workers have suggested an increased...
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...current existing power structure will help the consultant’s success. By identifying the key players that will be involved in the change initiative, identifying the dynamic power and leadership in the organization and describing how one might leverage the existing power structure to facilitate different phases of the change initiative. The consulting team for Kudler Fine Foods will be responsible for changing the existing software system. The first step in implementing this change initiative is communicating the process to the main players within the organization. The main players in the change initiative Kathy Kudler opened the doors of Kudler Fine Foods on June 18, 1998 in La Jolla CA. Gourmet cooking was a passion for Kathy it was her way to relieve stress. While on a shopping trip for ingredients, Kathy realized that there was a market for an upscale food shop. Kathy has a strong power base, which she developed while working as the Vice President of Marketing for a large defense contractor. Positional power and Personal power are Kathy’s strong points that will ultimately lead to the foundation of her success. Kathy has great influence over her executive staff and they will work in conjunction to make sure the transition is a smooth one. Dynamic of power and leadership The power structure is where the dynamics of leadership and change in an organization begins. An organizational structure is the functional framework that characterizes an organization's functional...
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...CPA Program—professional level Global Strategy and Leadership Segment map and concepts Semester 1 2013 Authors: Delyth Samuel Published by Deakin University on behalf of CPA Australia Ltd, ABN 64 008 392 452 © CPA Australia Ltd February 2013 The contents are for general information only. They are not intended as professional advice, for that you should consult a suitable qualified professional. CPA Australia Ltd expressly disclaims all liability for any loss or damage arising from reliance upon any information in these papers. Contents Segment map Segment map 4 5 Segment concepts Module 1: An introduction to strategy and leadership Module 2: Understanding the external environment Module 3: Understanding the internal environment Module 4: Product and market development Module 5: Making strategic choices Module 6: Leading and implementing strategy 6 7 8 10 11 12 13 Segment map SEGMENT MAP AND CONCEPTS Segment map The following diagram shows how the study materials in Global Strategy and Leadership fit together in an overall concept map, with strategy and leadership concepts applying throughout. Strategy is an iterative process and this is reflected by the double-headed arrows. Module 1: An introduction to strategy and leadership Module 2: Understanding the external environment Defining the industry for analysis Past and future growth and profitability What’s needed to be successful Module 3: Understanding the internal environment...
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...Organizational changes are essential in today’s changing technological environment and economic uncertainties. It is imperative for management to understand resistance for change in workforce and implementing corrective measures for the same. Individuals have different egos and reasons for resistance of change. Individual positive attitude and negative attitude about change also play a vital role in resistance. We can categorize resistance to change in two categories like Individual Sources and Organizational Sources. Individual Sources includes like habit, Security, Economic Factors, Fears of unknown and selective information processing (Robbins & Judge, 2013). Organizational Sources includes Structural inertia (structural inertia works as a counterbalance during organization changes), Limited focus of change (limited change nullified due to large system in place), Group inertia (Group resistance to change), Threat to expertise (threatening of specialized groups) and Threat to established power relationships (redistributing decision-making power) (Robbins & Judge, 2013). There are number of ways management can help employees to overcome resistance of changes. Management can reduce the resistance by communicating and educating workforce for any changes in organization. Workforce participation is essential for any changes required within and outside organization. Positive relationship, support and commitment can reduce the resistance significantly. Management should implement...
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...Readiness for Change With an ever-increasing population and the rising cost of medical care, the healthcare industry is in need of innovated ways to provide quality health care while containing cost. Technological advances offer one-such solution to cost containment, though, adoption of Information Technology (IT) in the health care industry remains low despite overwhelming evidence that the use of electronic medical records (EMR) has improved staff efficiency, increased preventative care measures, and decreased medical errors thus lowering healthcare cost (Childs, 2009). Even in an environment that is rich with evidence-based innovations, diffusion of successful electronic medical records remains a problem in the healthcare industry. This paper will explore the implementation of transitioning to an EMR in a specific facility. Implementation of an Electronic Medical Record The change initiative in this scenario is implementation of an EMR. In 2004, the Office of the National Coordinator for Health Information Technology was developed as a part of the Department of Health and Human Services. In 2009, the American Recovery and Reinvestment Act was signed into law, the goal of this act was to create new jobs and spur economic activity and invest in long-term growth (U.S. Government, 2012). The Act had a plan to achieve goals by providing $787 billion that would offer tax cuts and benefits for many working families, fund entitlement programs, such as unemployment benefits, and...
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...Managerial challenges in implementing changes and management skills required for dealing with such issues The process of implementing change brings numerous managerial challenges, however the end outcome of successfully transitioned change can bring vast benefits. In order to resolve these challenges associated with change several management skills can be used. This short essay will discuss the managerial challenges in fulfilling change and the management skills used to deal with such issues. Change can be seen to be Planned or Emergent; this is still an on going debate. Planned change follows a programmatic change that follows a set of procedures. This type of change dominates the theory of change management, with the work of Lewin defining the approach to see organizational change moving from one fixed stated to another through pre-planned steps. Kotter also provides further literature with his 8 steps to transforming an organisation review. Whereas Emergent change is an organic change that happens regardless of management. One of the biggest challenges of implementing change in organizations is employee resistance. Lynn & Lynn (1995) stated for successful change this resistance has to be dealt with in an open and fearless manner. By eliminating the “silent killers”, for example inadequacies in leadership, conflicting priorities and poor vertical communication. So for success the change management must have high employee participation and a high degree of communication...
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...Principles of Management Assignment by Tamara Millman Management vs. Leadership All four managers agreed that there was a difference between managing and leading, which means there is no gap. They all defined managing as process, procedures, task focused and results; compared to leading, which was focus on developing people. The positive benefit is it helps implement new processes the within the Contact Centre at MPI because all levels of management have a clear understanding that leading is people development and managing is a task focus. Key to Staff Motivation The key to staff motivation is similar with all four managers; therefore, no real gaps exist. They all agreed that recognizing individual difference, matching people to jobs, what builds up that employee, asking for staff opinions, being part of the solution and inspire them to buy in to the organization plan. The positive benefit to the Contact Centre is making people feel they are part of the solution. In addition, what they do makes the Contact Centre successful. Management are able to outline the expectation and make everyone accountable for his or her actions. As the managers understand the key to motivate staff, it will help when implementing new procedures and having staffed involved in the implementation at the beginning stages with the Contact Centre. Opinion on Expedition The most efficient way of getting people to do things, for all four managers was to communicate expectations and the understanding...
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