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ORGANIZATIONAL LEADERSHIP AND PERFORMANCE

 

Outline and discuss a recent change that occurred in your organization. Explain how as a leader you would manage the change or improve the management.

Cost cutting by downsizing the number of employees.

 

The purpose of this paper is to provide an example of how organizational change may unfold in real world and how an adept leader can manage the change or improve management. It is the manager’s role to implement changes in their organization.  This mostly leads to reorganization of the company. Sometimes these organizational changes can encounter problems that cause delays or diminish effectiveness. Organizational changes also leave employees devastated.

I am a manager whose company risks a financial crisis. I therefore need to employ cost cutting strategy in order to avert the looming closure of my company. This involves restructuring my company and downsizing of the employee number. The first step will therefore be to pass this information to all my employees. This could be through the company website or calling for a meeting. As Nelissen & Marine (2008) note, most managers consider it a challenge to communicate a looming organizational change to their employees.[1] This could be for fear of the kind of response they will get. However communication plays a vital role on the employees and should therefore be undertaken in case of any planned change in a company. Victor (2009) suggests that dialogue is necessary in management communication as it enhances common thinking.[2]

This will call for me to employ my leadership and management skills in the best way possible in order for this change to not turn out lethal to any party involved. After the downsizing, some long-term strategies will be employed in order to back up the downsizing. First, I will halt hiring and capitalize on the present employees. I might also consider not renewing any present contracts on expiry. Also, those on temporary assignments will not be reassigned. I will maximize company savings by also restricting overtime by some hours.

This will not come without some degree of resistance from some employees who feel that they will lose out. In order to avoid any delays, I will adjust my strategies to counter any resistance encountered. While undertaking this, being considerate and sensitive to the affected employees will also help me go a long way in ensuring harmony after this change. For the remaining employees, motivation will be an asset to help them overcome their insecurities. Therefore, I will offer gradual bottom-up changes later in order for them to overcome their insecurities. Victor (2009) observed that downsizing adversely affects employees’ work attitudes but this eases with time. The ‘lay-off survivors’ encounter insecurity, sadness and fear.[3]  Some employees may find it hard to disconnect from the old organization and may feel pain letting go of former colleagues.[4]  All these concerns should be addressed for the good of any company.

In conclusion, in the business world, organizational changes are inevitable. They only require the people responsible for them to be effective when implementing them. These changes should not put the company’s and employees’ interests at stake. A good leader will consider the three-structures of his company before implementing any changes. First, the past structure; its negativities should be analysed, secondly, the present structure; they should make it function properly, and lastly the future structure; a manager must identify possible changes that may be needed in future. If all these are put in place, then firms will experience less destructive organizational changes.[5] Victor (2009) says that the risk level of an organization determines whether recovery will be discovered after introducing organizational change. High-risk organizations are prone to high mortality.[6] Nonetheless, organizations today need to be more open and receptive to changes. People today do not feel the need to change unless something forces them to do so. Good change should be foreseen, this is paramount in planning and managing change.

 

 

 

 

 

 

 

Bibliography

 

Christopher Hooper; introduction to organizational change-spring 2005, mana 4397, section 00585 pp; 1-8

 

 

Jones, L., Watson, B., Hobman, E., Bordia, P., Gallois, C. & Callan, V.J. 2008, “Employee perceptions of organizational change: impact of hierarchical level”, Leadership & Organization Development Journal, vol. 29, no. 4, pp. 294-316.

 

Nelissen, P. & Martine, v.S. 2008, “Surviving organizational change: how management communication helps balance mixed feelings”, Corporate Communications, vol. 13, no. 3, pp. 306-318.

 

Victor Dos, S.P. 2009, “Organizational change in risky environments: space activities”, Journal of Organizational Change Management, vol. 22, no. 3, pp. 257-274.

 

 

 

 

[1] Nelissen, P. & Martine, v.S. 2008, “Surviving organizational change: how management communication helps balance mixed feelings”, Corporate Communications, vol. 13, no. 3, pp. 306-318.

[2] Victor Dos, S.P. 2009, “Organizational change in risky environments: space activities”, Journal of Organizational Change Management, vol. 22, no. 3, pp. 257-274.

 

[3] Ibid2

[4] Jones, L., Watson, B., Hobman, E., Bordia, P., Gallois, C. & Callan, V.J. 2008, “Employee perceptions of organizational change: impact of hierarchical level”, Leadership & Organization Development Journal, vol. 29, no. 4, pp. 294-316.

 

[5] Christopher hooper; introduction to organizational change-spring 2005, mana 4397, section 00585 pp;1-8

 

[6] Victor Dos, S.P. 2009, “Organizational change in risky environments: space activities”, Journal of Organizational Change Management, vol. 22, no. 3, pp. 257-274.