A Plan for Changing an Organizational Objective

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Background

Business policy and organizational culture have become the key to the success of any enterprise these days. Companies understand the changing environment of the economy and the market; therefore, they spend much effort optimizing corporate management. This concept includes several aspects, such as leadership positioning, recruitment, company culture, ethics issues, and compliance with standards. Particular attention should be paid to the personality and skills of the leader since the functioning of a department, or an entire enterprise depends on him. There are many models of leadership behavior since each business and goal requires a unique approach. This essay will present the organizational culture of the enterprise, the need for change, the developed plan, the possible adjustments, and the likely results.

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Current Situation

Currently, the organization is small, stable, but slowly developing, while there are several limiting factors. The company organizational policy and the directors’ behavior are to control the situation entirely. For example, there are ordinary employees in the sales department and a manager responsible for service quality. Employees have a specific script for communicating and responding to the client’s questions and objections. This procedure is a template and gives an ambiguous result since there are pros and cons. The advantages are the preservation of the unity and brand of the company, minimizing the risk of customer dissatisfaction, and reducing the possibility of an employee doing the wrong thing during the conversation. The disadvantages of the approach are the lack of interest of hired workers, slow development, periodic conflicts with management when non-standard situations arise. In addition, employees are poorly motivated to improve performance because their superiors do not allow them to be creative, offer, and implement new solutions. This organizational model is not optimal; hence, changes are needed to increase employee satisfaction and business prosperity.

Need for Changes

As mentioned earlier, the organizational culture should be consistent with current realities; thus, the company’s leaders must periodically review their views and management methods. Previously, the paradigm of successful enterprise engagement included stability, control, competition, avoidance of diversity, and strong leadership (Daft 2018). At the moment, these principles are outdated because many factors push for changes. Incentives are external and uncontrolled; therefore, organizations have to adapt to ensure competitiveness. The main ones are globalization, market volatility, the information revolution, economic instability, volatile social behavior, the growth of e-commerce, and increased regulation. These factors show the need for change; hence, scientists explore different practices to choose the best options. However, the process is not easy, since most often, employees oppose reforms. According to Daft (2018), “The underlying reason why employees resist change is that it violates the personal compact between workers and the organization” (p. 482). Therefore, people should clearly understand why they are doing something and be motivated.

Making changes in the organizational culture can be called an art since the process requires finding the optimal combination of human and external factors. It is time-consuming and complex; therefore, it is necessary to approach the problem wisely. “Companies should determine their position, where they would like to be, and when they would be when the change takes place” (Dobrovič & Timková, 2017, p. 7). In other words, businesses should identify criteria that may require an alternative approach. For instance, following the instructions lead to dissatisfaction among the sales department employees. People are a valuable resource with limitless potential and ideas; hence, a strict approach depresses their creativity.

Setting a Goal

Leaders are aware of the need for change under the pressure of external and internal factors and therefore begin to reflect on possible changes. Most often, the directors see the result they want to achieve but do not consider the nuances. Company managers can consult and find the best solution that they think will lead to competitiveness and increase profits. Previously, the decision-making process took place at the level of the upper circles, and ordinary employees obeyed. Today, leaders need to consider a lot more factors to make a decision. The principal capital of companies has become specialists and their knowledge; therefore, it is essential to choose the right management approach. Executives need to build a coherent plan for making the change and think about how satisfied people will be with it. An excellent way to achieve a common goal is to have a joint meeting with all stakeholders. It will allow people to unite and feel a personal contribution to the common cause.

The purpose of the changes should be precisely formulated, satisfying moral and legislative norms. For example, a manager wants to increase sales by improving customer service. The solution to this problem may be to double the employees’ number to meet the needs of consumers more quickly. An alternative option is to send workers to advanced training courses. Both methods are working, but not the best, since they do not consider the workers’ opinions and do not have a step-by-step plan. The goal is the desire of the director to increase profits, which is why the head of the sales department needs to think through a rational plan, change their positioning and culture of performing duties. When setting the goal of organizational change, leaders must be realistic and consider the human factor and the pressure of external parameters.

The Leader Influence

The positioning and approach of the leader to the problem determine the degree of success of its solution. Therefore, the manager must have a robust set of personal and professional skills. With constant communication between people, the best positioning model is a charismatic leader. According to Wong (2017), a successful candidate must be confident, creative, determined, friendly, and willing to share their vision. In our example, the sales manager obeys the general rules and does not take the initiative to cooperate with the workers to solve the problem and improve performance indicators. Therefore, it can be concluded that he is not charismatic since the distinctive feature of this management style is the inspiration of employees. There are several ways to interact with employees ‘ emotions and direct them to practical actions, such as a theory of followership-relevant sentiments and the Elicit-Channel model (Sy et al., 2018). The first involves compassion, admiration, and anger, while the second helps evoke motivating solid emotions. The result of this approach is increased productivity, increased motivation, and engagement.

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A charismatic leader should be an open, friendly person who adheres to ethical principles. It can unite a group and push it to move towards a common goal while preserving the individuality of each member (Le Blanc et al., 2020). Openness implies flexibility, a positive and rational attitude to the innovations proposed by employees. Ideas may not be suitable; therefore, the manager should correctly show the employee why his vision will not work and offer an alternative point for discussion. Ethics is important because of the increasing need for cross-cultural help. Interacting with subordinates’ emotions is an excellent strategy, while it allows achieving impressive results.

Developed Plan

A charismatic leader builds work with employees on the level of emotions; consequently, first, he needs to organize a meeting where everyone can express their opinion on solving the problem. Since employees have not experienced this practice before, it can be difficult for them to accept change and speak openly. The leader needs to think about a motivational speech about cultural change in advance and encourage workers to try new behavior patterns. A charismatic person can immediately create a positive attitude toward subordinates, making it easier to implement changes (Sacavém et al., 2017). Further, there are several options for the development of an event. People can accept new rules and rebuild their paradigm of perception immediately or be skeptical about what is happening. The second option is more common in practice; hence, employees, especially adults, negatively affect changes. They see the old work principles as fundamental and familiar; therefore, the leader needs to convince them.

The fundamental qualities of a person striving to achieve the goal are perseverance and constancy. If the first attempt to connect and change employee vision is unsuccessful, the leader must always be open to negotiation. It is crucial since employees will feel emotionally protected and will eventually get used to being supported. With a positive attitude, workers will find it easier to follow the emotions presented to them by a charismatic leader. Performance indicators should improve when the majority is comfortable with the new corporate culture and can share ideas without fear of conflict or other punishment. The result is an increase in motivation through the involvement of each team member in the overall process. A head can strengthen positive emotions by providing additional material bonuses for the best idea of solving a problem. A charismatic leader must use his primary way of managing to achieve acceptance and facilitate a common goal while respecting each team member.

Possible Adjustments

Any plan may require adjustments after implementation since even best practices do not consider every single case. The leader’s task is to motivate staff by changing attitudes towards them. In other words, he needs to develop good relationships with employees. The situation is exacerbated by the fact that in the current realities, globalization and intercultural differences develop. It means that people have their principles, vision, and the foundations imposed by the previous behavior model. The leader needs to hear and understand each person, in which interaction with emotions will help him. Sometimes the influence of one person is not enough; therefore, it is necessary to organize original pieces of training that will help people understand a common goal and a new vision. In complex cases, a combination of management methods may be required, namely, the application of rationality and democracy.

Collaborative management styles help with dramatic changes in organizational culture. If an organization wants to achieve quick positive results, it must first think about its specialists. For example, one of the best salespeople does not perceive the speech and the possibility of support from the leader. Then it is necessary to listen to his opinion on the problem. An interested person can be persuaded by turning to the rational justification of the question. Some people are not very sensitive to emotions at work; therefore, an alternative method should manage the problem. In addition, the impact on emotions can affect different employees in various ways, so the leader should pay attention to everyone. Someone will need additional training, or the problem of change may be resolved by talking in private and discussing fears and misunderstandings. Any plan to change organizational culture, for its successful completion, leaders must track and explain in an accessible.

Result

The result is an increase in employee productivity as well as a change in their attitude to work. The approach of a charismatic leader is appropriate in this case since people need to be motivated and made to understand that they are part of a common cause. The goal was to increase sales and improve the quality of customer service, which fully satisfies the chosen method of organizational culture. Specialists are a valuable resource that requires a careful and thoughtful approach. A person with the right motivation can increase standard performance several times. There must be no additional costs to achieve the goal. In other words, proper positioning enables a company to leverage its strengths, build a team, increase employee satisfaction, and overgrow. Additionally, workers can reveal their talents and put forward innovative ideas in the communication process. The joint discussion will help improve them and achieve better financial results and other human benefits. The further direction of changes in organizational policy is tracking reactions to innovations and introducing new goals.

References

Daft, R. L. (2018). The leadership experience (7th ed.). Web.

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Dobrovič, J., & Timková, V. (2017). Examination of factors affecting the implementation of organizational changes. Journal of Competitiveness, 9(4), 5–17. Web.

Le Blanc, P. M., González-Romá, V., & Wang, H. (2020). Charismatic leadership and work team innovative behavior: The role of team task interdependence and team potency. Journal of Business and Psychology, 36(2), 333–346. Web.

Sacavém, A., Martinez, L. F., da Cunha, J. V., Abreu, A. M., & Johnson, S. K. (2017). Charismatic leadership: A study on delivery styles, mood, and performance. Journal of Leadership Studies, 11(3), 21–38. Web.

Sy, T., Horton, C., & Riggio, R. (2018). Charismatic leadership: Eliciting and channeling follower emotions. The Leadership Quarterly, 29(1), 58–69. Web.

Wong, J. (2017). 5 characteristics of a charismatic leader. Brilliant Staffing. Web.

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