The Simmons Company, founded in 1870, is one of the oldest major mattress manufacturers in the United States. Simmons throughout its long history has been through and survived numerous changes, including its greatest, in 1978 when they ceased to be a family run business (Casciaro, 2007a). While Simmons had an established set of core values dating back to its founding, Eitel felt these core values could possibly be improved upon and he enhanced the existing core values by adding three additional core values. The core values and culture of an organization define who they are by way of the people within, ultimately showcasing their choices and commitment to the organization. The purpose of this paper is to gain insight on the role of leadership during change and how implementing change within an organization can and will affect its culture. Change dynamics within an organization is an essential theme that change leaders must understand. Change dynamics within an organization refers to the analysis of the organizational dynamics as well as the …show more content…
As with any organizational change Eitel’s approach was met with resistance and hostility (Casciaro, 2007a), from both the leadership as well as plant employees. Eitel did a complete overhauling of the company 's dictatorial style and structure. The implementation of the program meant the company incur a $7.2 million dollar expenditure over a three year period of time in order to effectively implement the GGOL training program. Implementing cultural change at this time would not only help the organization to survive the trying times, but to facilitate its growth and success well into the future. Furthermore, implementing GGOL would provide employees the ability to take ownership and pride in their work inspiring them to become one cohesive team working towards one common
Minority entrepreneurs have many barriers they have to overcome in order to be successful. Some typical problems they face are limited access to capital, lower equity investments, and less exposure to entrepreneurship. Minority entrepreneurs are twice as likely to be turned down for traditional lending, which can discourage them from even applying for a loan. Not only that but they are less likely to be considered by traditional or angel investors. They also generally live in run down areas, with poor schooling and less access to successful people. One entrepreneur who has hurdled over all the barriers and became extremely successful is Russell Simmons, the co-founder of Def Jam Records.
As we know that a company’s culture, particularly during its early years, is greatly a reflection of the personality, background, and values of its founder or founders, as well as their vision for the future of the organization. When entrepreneurs establish their own businesses, the way they want to do business determines the Organization’s rules, the structure, and performance evaluation in the company and the people they hire to work with them. This is very much evident in the case o...
The authors state that the leadership is vital for any change in an organization. Though, the key begins with Defining the Vision. Perhaps, the ability to implement them rapidly and efficiently for the best result in terms of values, cost and time which described under Mobilizing, Catalyzing, Steering and Delivering. Here is the list of ten keys to Successful change
Lewis presents an excellent book on organizational culture, leadership, change management, innovation, transformation, and risk taking. The book shows how good leaders function through risk taking and this brings fruitful results to the organization. Lewis explores Billy as a strong leader, who was able to shake up an establishment of professional baseball and it was fruitful. I addition, Billy is depicted as a great leader who know how to handle his team, despite the fact that top players had left due to financial constraints.
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Podmoroff (n.d.) describes “When you manage change effectively, you can move your organization into the new "business as usual" state swiftly, and you'll find that other people are quick to accept change”. Change management is frequently directed by a powerful change management model; this provides people with a foundation that can be used to comprehend the process and what is expected of them (Connelly, n.d.). Kurt Lewin’s theory...
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role as the CEO of Home Depot. He approached management in an autocratic style, which was criticized by many. This paper will take a look at how Mr. Nardelli’s style follows Kotter and Cohen’s model of change.
The challenge was to overcome the overall resistance to change and find a way to get the organization behind ArcTech Flooring, the new specialty product. A culture of customer disengagement and communication problems among divisions along with past norms held by key senior managers made initiating radical innovation difficult. These norms made up the division's mechanistic organizational structure, incentives that are based on overall sector performance, operational competencies, and low risk culture, all of which hindered innovation. This paper explores the leadership challenges involved in managing strategic change in a highly mature Arctic Timber Engineered Woods Division.
Change is the only constant in life. And therefore it should be understood as part of a continuing work in progress that calls for a much broader canvas that seeks out competing voices, and works with the resulting ambiguities, contradictions and tensions of messy reality (Graetz, F. & Smith, A., 2010). In this submission I try to show that organizational change is majorly based on the environment surrounding it much more than the desire of the members or change agents working in that organization. This view diverts from that of Lippitt, (1958) who suggests that implementing planned organizational changes successfully depends on premeditated interventions intended to modify the functioning of an organization. It also diverts from the traditional approaches to organizational change that generally follow a linear, rational model in which the focus is on controllability under the stewardship of a strong leader or ‘guiding coalition (Collis, 1998). In this discussion therefore, comparison made between the different philosophies of change and I try to show that successful change implantation largely depends on an organizations appreciation of what goes on around it rather than what they have planned as a strategic direction.
Change is a fundamental element of individuals, groups and all sorts of organizations. As it is the case for individuals, groups and societies, where change is a continuous process, composed of an indefinite amount of smaller sub-changes that vary in effect and length, and is affected by all sorts of aspects and events, many of which cyclic are anticipated ones. It is also the case for organizations, where change occurs repeatedly during the life cycle of organizations. Yet change in organizations is not as anticipated nor as predictable, with unexpected internal and external variables and political forces that can further complicate the management of change (Andriopoulos, C. and P. Dawson, 2009), which is by itself, the focus of many scholars in their pursuit to shed light on and facilitate the change process (Kotter 1996; Levin 1947; et al).
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
Organizational change affects all levels and individuals of the organization in question. Although a change effort can originate in any part of the organization, it will eventually require strategic effort from the top and buy-in from the bottom in order to be sustained.
Robbins et al. (2011, p. 186), states ‘Change is an organizational reality and affects every part of a manager’s job’. Today’s wave of change primarily created by economic condition so change is now such a constant feature of organization life (Goodman, E. 2011, p.243). Organizations need to be changed at one point or another in structure, technology or people. These changes are defined as organizational change (Robbins et al. 2011, p.18). Organizational change is important because changes can increase effectiveness and efficiency, the innovation of products, services as well as dealing with changes in external and internal forces (Goodman, E. 2011, p.243). However, ‘the bottom line is that organizational change is difficult because management systems are design and people are rewarded for stability’ (Lawler, E.E. & Worley, C.G. 2006, p.11).
change management is also called change control, it is an approach to use process, planning, and technique to changeover a group or an organization to show the future state and also achieve the demand of business outcome.（Rune Todnem， 2007）.The meaning of change management which is when an organization grow slowly，and there are cause some internal problem，but it hard to change the business environment，the organization have to work out a change strategy，to adjust and improve internal hierarchy，workflow and enterprise culture，to help the organization transitions well，the key of organization change is management change，however，the success of organization change is come from management change，the change could not make sure the 100% success rate, even lower that makes people often scared and believe” change probably will failed, but not change absolutely will be failed, so realize how to change is important than why need change and change what.