Business Organizational Culture and Leadership †MyAssignmenthelp

Question: Discuss about the Business Organizational Culture and Leadership. Answer: Introduction: In the present competitive world, change is inevitable. Organizations initiate change in their policies, operations, structure to enhance efficiency. However, not all change initiatives in organizations lead to positive outcomes. Change is a fragile process which can either impact positively or negatively on organizations. Without proper measures in place, change initiatives can result in employee withdrawal, resistance, and demotivation. This report provides an insightful guideline on how SJV and VicSolar will implement changes to their policies and organizational structure to ensure strategic re-alignment and restructuring of the organization. Change is a challenging concept to implement in organizations especially after a crisis. According to Coombs (2013), initiating change after a crisis makes the employees view the move as a retaliation from the management if it is not communicated effectively. Moreover, DuBrin (2013) advises that managers should be in the forefront in communicating the intended change and how it will affect the organizations operations. Failure to communicate the intended change in advance and a comprehensive manner can significantly affect the psychological stability of the employees. Consequently, it is vital to implement change in a way that does not compromise the psychological well-being of the employees. In this respect, this report proposes the utilization of John Kotters Eight-Stage Process of change management. According to Kotter (2012), change initiatives should be objective. The organization must establish the goals that it wants to achieve through the change process. In this respect, SJV and VicSolar aim to attain performance efficiency by altering their working structure and policies. Firstly our team will establish a sense of agency. According to Kotter (2012), creating a sense of agency sparks the stakeholders motivations to accept and participate in the change process. In this model, Kotter proposes that the suggested change must receive support from 75% of the management. However, creating urgency does not entail condemning specific individuals on the past organizational failures. SJV and VicSolar need to take their past crises as a collective organizational failure. In this respect, the team will hold honest and convincing dialogue with the organizations employees to deliberate on the possible causes of the current situation and how the proposed change will limit such occurrences in the future. As Malgas and Benedict (2017) opine, effective communication is paramount in this initial stage. The team must convince the employees that there is an urgent need for change in the organizations activities and that these changes will impact on them positively. After convincing the employees on the urgency for the proposed changes, a team will be created to oversee the change implementation process. According to Kotter (2012), the created team should have the capacity to lead change. This team will comprise of employees from all ranks within the organization. According to Andreasson, Eriksson, and Dellve (2016), employee engagement is crucial for change acceptance. The workers must be assured that the intended changes address their concerns. In fact, Kirrane et al. (2017) point out that most of the failed organizational change processes are caused by insufficient employees involvement. As a result, our team aims to ensure that all of the organizations employees are involved in the change process and their concerns adequately addressed. The intention of initiating change is to enhance organizational activities. Consequently, the proposed change must have a precise vision and way of attaining it. According to Kotter (2012), the team in charge of the change process must develop a vision to direct the change effect. Moreover, they must design a strategy to execute the stated vision. In this respect, our team will develop precise vision summary that shows the employees the future of their organization if they embrace the proposed changes. According to Kim, McCunn, and Lew (2017), an effective change vision is derived from deductive reasoning. The vision should be realistic and attainable to garner workers support. Moreover, Beech et al. (2017) opine that the vision should highlight the benefits that the employees will obtain from the change process. In this respect, our teams change vision will adequately address the needs of the workers and that of the organization to promote sustainability. Communication is key in the Kotter's change model. In this respect, our team will ensure that all the vital information on the ongoing change is sufficiently communicated to the people within the organization. According to Kotter (2012), the agent of change is mandated to constantly communicate the new vision and strategies to the employee using all possible means. Importantly, communication in this sense does not imply forcing the employees to accept the proposed changes. Leaders are supposed to lead by example during the change process (Goksoy, 2015). In this respect, the organization leaders and the group leading the change are supposed to express the change they are propagating in their actions. Schein (2010) insists that the role of leadership is to motivate employees toward a specified course of action. Consequently, during the change process, the leaders must motivate their employees to understand and embrace change through effective communication strategies. However, the most important action during change management is the eradication of all obstacles that impend its implementation. According to Franklin and Aguenza (2016), it is essential to evaluate all the factors that can hinder change implementation starting from the organizations leadership to its policies. Since SJV and VicSolar want to improve the quality of their services, they must alter their current compensation policies to one that is performance-based. Performance-based compensation systems motivate employees to enhance their work rate as their pay is tied to their output(Nyberg et al., 2016). In this respect, our team will address all the possible obstacles to the change process starting from the organizations working structure to its policies. According to Kotter (2012), extensive organizational change such as the one we are undertaking requires thrust, optimism, and a sense of accomplishment. In this respect, our team will put measures in place to create short-term wins. These will include motivational actions such as providing feedback on the change progress and rewarding those whose have successfully aligned to the new system. Moreover, it is essential to ensure that the change process is sustainable. According to Leybourne (2016), one way of ensuring sustainability during the change process is by assisting the employee cope with the new system. Additionally, it can be achieved through hiring employees who can implement the change vision. In this respect, our team will not be reluctant to advise the organization to eliminate those employees who will be against the change process even after addressing their needs. The last stage in our change process will be to revise the organizations culture to fit with the new system. According to Hornstein (2015), organizational culture dictates the major operations of an organization and plays a crucial role in change implementation. In this respect, it is essential to have a culture that promotes development, quality services, and effective management. Consequently, our team will amend the current SJV and VicSolar organizational culture to embrace performance-based models of compensation, employee training, and leadership. As Kotter (2012) points out, this last phase of the change model illustrates the inclusiveness of the change process. Change is not only focused on the employees and management, but also on the structures that dictate their performance. Conclusively, our team intends to utilize the Kotters eight-stage change management model to ensure that all employees accept the proposed changes. This model strives at attaining inclusiveness during the change process. Consequently, it will effect changes from the employee to organization level. Importantly, the model insists on effective communication, inclusion, sustainability, and teamwork in effecting change. 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