OPPapers.com

Leading Change

Leading Change
Leading change in an organization requires creating a vision of the future, justifying the benefits of altering the current systems or processes, and supporting an environment or company culture that is adaptable and can readily accept change. This paper will explore the simulation "Managing Across the Organization" by analyzing the relationship between organizational structure and culture, assessing the influence of organizational structure on power and politics, developing strategies to manage resistance to change, and assessing the dynamics of leadership styles and change.
Company Overview
The simulation involves a company named Good Sport. Good Sport manufactures fitness equipment. The simulation has four departments; production, research and development (R&D), sales, and finance. The organizational makeup is a standard, formal chain of command with team managers at the lowest leadership level reporting to senior managers, who report to vice presidents. The vice presidents report directly to a Chief Executive Officer (CEO). The simulation covers a 10-year span, 2004 – 2013, and follows the leadership growth of a senior level manager, who through a series of promotions, and positions in various roles in different departments, ultimately becomes the new CEO. For ease of understanding, this manager will now be referred to as Ms. Lane, who leads the R&D department.
Relationship Between Organizational Structure And Culture
"Organizational culture is a basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking and acting on problems and opportunities facing an organization" (McShane & Von Glinow, 2005, p. 476). In 2004, the CEO, Marvin Wallace supported a company culture that was performance driven, and innovation along with creativity was encouraged. According to Malaviya and Wadhwa (2006), "creativity and innovation will only be sporadic occurrences and will not thrive without a supportive...