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Helping an organization move forward

The Creating Change Paper provides you with an opportunity to develop a plan to create some type of change
in your organization or department. You can also select an organization you do not work for but know it needs
some type of organizational change. Select a substantial change effort that you want to change. Then discuss
how you plan on implementing the change in your organization. Structure your paper so you answer the
following questions:
Executive Summary – What needs to change and why? Who is affected and how will they be affected? Clearly
identify the problem and explain what you think will be the result of a successful change (Expected outcome)?
Who will benefit and how will this help the organization moving forward?
What steps will you take and what research will you perform to better understand the current climate/culture?
Existing organizational characteristics?
Functional and Dysfunctional effects of the current culture?
How will you stimulate the employees in the existing culture to accept your change?
How will you overcome any resistance to change?
How will you know your efforts are working? How will you measure your progress?
Conclusion

Sample Solution

e one limitation of Chealldurai’s model is that it assumes the leader is in a position of complete positional power over the group, and can implement any leadership style of their choosing without constraints. Positional power is the authority and influence a leader has over a group, if the leader has positional power, they will be able to implement the leadership style they best see fit for the situation. Positional power cannot be measured or quantified, making it highly ambiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals. The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Che>

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