Create A Change Plan For One Organizational Performance Issue Aligned With The Needs Assessmen

Create a change plan for one organizational performance issue aligned with the needs assessment in Week 1 and the change strategy in Week 2. Include elements of a change theory to support your change plan.

provide a background paragraph to summarize prior two assignments

Consider the following:

• Reflect upon the concepts learned in PSY/355, Motivational Processes in Human Psychology; PSY/420, Theories of Behavior; PSY/435, Industrial Organizational Psychology; and IOP/460, Organizational Cultures.
• Examine a minimum of two Industrial organizational psy  concepts that demonstrate feedback should be ongoing and its usefulness. How do you plan to use feedback as a tool to assist with change adaption?
• Apply motivational theories and discuss how these theories can keep employees engaged during complex changes or other organizational initiatives.
• Identify a method for evaluating employee performance post-change. Discuss how you would identify, collect, and analyze that data. dedicate a minimum of 1 paragraph to how you would present your performance findings.

Select one of the following deliverable options, using your research as a guide:

• A 700- to 1,050-word paper

You must support opinions and any facts by citing credible sources in the body of the assignment and listing the references including at least two scholarly references in APA style. See Tips for Success article for Class Announcements for guidance on selecting scholarly references.

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Part II: Project Portfolio

 

University of Phoenix

IOP/490

2 November 2020

Dean Athanassiades

 

 

 

 

 

 

 

 

 

 

 

 

Change Strategy

By evaluating the workplace needs assessment, completed previously, it is essential to establish change that reduces the performance gap in any organization. Like this, to achieve the target or the projections of an organization, change in leadership style to a more decentralized component indicates an effective way of achieving change and reducing the performance gap.

Strengths and challenges for the change adoption

Strengths

Managing change in any organization enables them to remain competitive and remain flexible in downtime. Thus, the adoption of a decentralized leadership style represents a productive change initiative for a successful organization. Decentralization in an organization brings people together and promotes cross-functional interaction (Ntale et al., 2020). It ensures inclusive decision-making where the staff at all points/levels in an organization have equal chances to influence change. Through collaborative decision-making, an organization can incorporate diverse ideas instead of sticking to a single group’s opinion. Collaborative decision-making, which decentralization advocates, would promote more complete and strong solutions through discussion, inquiries, and mutual participation for effective decision-making.

Adopting a decentralized form of leadership ensures a constant flow of information through uncontrolled communication across all levels. It reduces the power distance by providing more opportunities for relationship building and exchanging ideas. Therefore, through a decentralized system, employees and organizational leaders can collaboratively share ideas or opinions on the best alternative or strategy to minimize the performance gap through a consensus dialogue.

Decentralization distributes authority, resources, and responsibility and creates local autonomy and responsiveness within the organization. Essentially, decentralization increases the staff morale and motivation that empowers the workforce to work harder and become more innovative in the daily processes due to a sense of belonging. Decentralization allows for significant flexibility, which makes an organization more responsive to the changes in needs (Tam, 2017). Importantly, organizational operations are dynamic, and it is due to these changing elements that make the firm vulnerable to failure in achieving the performance goals.

Weaknesses

Decentralizing leadership can be challenging to the organizational change to close the performance gaps. Decentralization might result in organizational conflict related to the inter-divisional rivalry (Pick, 2015). This problem is impactful to the firm where a section of the workforce might build empires against others, expanding the gap further. Additionally, decentralization is costly due to the duplication of the staff effort. Lack of an organizational standardization is an essential weakness encompassing decentralization that can lead to unquantified or non-uniform decisions, which can compromise the organizational benefits and quality of a decision.

Issues relevant to leadership managing change

To implement a change, a leader must understand where the primary causes of change originate, sequence, and predict the impact of change. For a decentralized system, these change drivers can impose small problems related to decision-making. Therefore, the primary issue in managing leadership change is the difference between leaders’ influence that can distract the implementation of a successful change initiative. Diverse leaders tend to provide different directions regarding change if the organizational structure is decentralized.

Managing change requires optimal care, communication, and commitment from the organizational leaders. The organizational leaders bridge the company, and the envisioned change to transition it from the current state to the future level. One of the prevalent problems relating to leadership during change management is managing multiple teams and simultaneous changes. For instance, adopting a decentralized leadership style would distort the organizations standardized communication source that would hinder the fluent flow of information relevant to improve performance.

Change Leadership Development

Successful change leaders focus on process and people: attaining a successful change in the modern organization is critical. Effective change leadership is essential to alter the organizational operations for improved performance successfully. Developing change leadership entails communication, collaboration, and commitment (Center for Creative Leadership, 2020). Change leadership development would entail a successful leader communicates what the change is and why. Developing a successful change leadership, the corporate leader must explain the aim of change, connect it to the organizational values, and establish the benefits created by the urgency for change.

Collaboration in change leadership development entails bringing people on board to plan and execute change by working across boundaries and motivating employees (Center for Creative Leadership, 2020). Like this, the leadership shows its commitment to change, including the employees in decision-making. Successful leadership for change promotes commitment, where the leaders’ behaviors and beliefs aim to align with the change. Successful change leadership development entails devoting more time to negotiating resilience and persistence to eradicate negativity and adapt to challenges.

The DISC Assessment and How this Tool can be Integrated into Change Leadership

The DISC assessment is used by organizations to improve communication, teamwork, and productivity at the workplace. It provides an evaluation for people to understand themselves and those they interact with. The DISC acronym represents four personality profiles: “(D) Dominance, (I) Influence, (S) Steadiness, and (C) Conscientiousness” (“What is disc®,” n.d.). The persons with the (D) personalities are considered confident and emphasize the accomplishment of bottom-line results. Those of (I) personalities are more open; they value relationship and influence to persuade others. Those of (S) personalities are dependable, they are concerned with sincerity and corporation, and those of (C) personalities emphasize expertise, competency, accuracy, and quality.

Integrating the DISC tool into change leadership is essential to observe, learn, and lead organizational teams. DISC can be integrated into the change leadership by introducing Standard Individual Assessment to analyze what people are familiar with, evaluate their strengths and weaknesses, and place them correctly within the organization (Michigan State University, 2019). Additionally, incorporating manager’s assessment evaluates leadership’s daily aspects to ascertain what is needed for a successful change (Michigan State University, 2019). Incorporating the leadership assessment entails evaluating manager’s assessment and addressing the future objectives of the leadership. Therefore, the DISC elements can be integrated into the organization through commitment, collaboration, and communication.

 

 

 

 

 

 

 

References

How to Be a Successful Change Leader. Center for Creative Leadership. (2020, April). https://www.ccl.org/articles/leading-effectively-articles/successful-change-leader/.

Observe, learn and lead your team by following. michiganstateuniversityonline.com. (2019, September). https://www.michiganstateuniversityonline.com/resources/leadership/observe-learn-and-lead-your-team-by-following-disc/.

Ntale, P. D., Ssempebwa, J., Musisi, B., Musoke, G. G., Joseph, K., Mugimu, C. B., … Ntayi, J. (2020). Gaps in the structuring of organizations in the graduate employment context in Uganda. Journal of Organization Design, 9(1). https://doi.org/10.1186/s41469-020-0066-5

Pick, R. A. (2015). Shepherd or servant: Centralization and decentralization in information technology governance. International Journal of Management & Information Systems (IJMIS), 19(2), 61-68.

 

Tam, M. (2017). Managing Change in a Decentralized Organizational Structure. Athabascau University – DTPR Home. https://dtpr.lib.athabascau.ca/action/download.php?filename=mba-17/open/tammargaretProject.pdf

 

What is disc®. (n.d.). Discprofile.com. https://www.discprofile.com/what-is-disc

 

 

 

 

 

 

 

 

 

 

 

 

Appendices

Organizational readiness survey: Appendix A

1. How does your company approach change in general?

a. The top executives and board members determine and direct change

b. Most staff are involved in designing and embracing change.

c. Some of the personnel resist and others adapt to change quickly

d. Change is unacceptable by the personnel

2. How well are you prepared to learn, think, and operate differently?

a. I take operations to improve the firm’s performance

b. I am ready to operate differently for the company’s benefit

c. I might be ready to do specific things

d. I am okay with the current situation

3. How well are your workforce and board members prepared to learn, think, and operate differently?

a. Staff and board members mostly take operations to improve the firm’s performance

b. Most are ready to operate differently for the company’s benefit

c. Some might be ready to do specific things

d. Most decline doing things differently

4. How do you feel about working with in a decentralized leadership environment?

a. I am already in a decentralized leadership environment

b. I am ready to work in a decentralized leadership environment

c. I would consider working in a decentralized leadership environment

d. I am not willing to work in a decentralized leadership environment

5. How do your staff and board members feel about working with in a decentralized leadership environment?

a. Most of the staff and board members have worked in a decentralized environment before

b. Most are willing to work in a decentralized leadership environment

c. Some might be willing to work in a decentralized leadership environment

d. Most of the board member and staff are against working in a decentralized leadership environment

6. Are you willing to re-design some of your priorities and create time for implementing new approaches for the organizational goals?

Yes  No

7. Are you willing to interact freely with the top executive and subordinates in decision-making?

Yes No

8. Are the most of top executives and board members wiling to interact with the junior staff?

Yes No

9. Are there two or more features of your organization that facilitate or show signs of decentralization? If so, please state below.

 

 

10. What is your role in the organization?

Staff (job title)

Manager (job title)

Board member

Other (Please Specify)

 

 

Pulse Survey: Appendix B

1. Does your organization provide adequate opportunities for collaborative decision-making and employee improvement after implementing a decentralized structure?

Yes No

2. How would describe your current responsibilities and contribution to the organization compared to the previous structure?

3. Do you feel your feedback is valued in the organizational decision-making? If Yes, How? If No, why?