AFFECTING CHANGE

Affecting Change in a Restructured Organization

Affecting Change in a Restructured Organization

Smith & Falmouth (S&F) is a mid-size organization experiencing change in their organizational strategy and culture. Changes for S&F will be more difficult because of their unwilling employees to make the changes. S&F must work quickly because of the timing of the market and the severe impact to the company. The new cross functional team named will address all areas of timing and speed to the market. S&F's cross functional team will consist of “web development, logistics and a marketing manager for marketing and logistics with the parent company” (University Of Phoenix, 2010). Learning team's A study of affecting changes in restricted organizations will review methods of control and the current culture, restructuring strategy that will empower employees, effective management practices, and how size and structure affects the organization's future. S&F's methods of control and the current culture are reviewed and areas of improvement are recommended.Methods of Controls and Current Culture Smith and Falmouth previously worked with a restricted top-down approach to management of this organization. The Chief Executive Officer was motivated by results and productivity of the employees and less concerned with employee satisfaction. This leadership style created employees who are not willing participants in change and restructure. Culture and methods of control are vital in the success of any organization going through change and restructuring. S&F's hierarchal structure has clear and defined roles that has not used teams and employees effectively and lost the trust of the employees who causes severe resistance to change. Methods of control and a nurturing culture is imperative to the current state of the business and the changes needed to have a future and success in the tele-shopping and mail order network for the next three years. S&F's CEO put a participative leadership team in place to address the restructuring, culture, and employee relationships and satisfaction with the new strategy that will empower employees.

Restructuring Strategy that Empowers Employees

The one factor in creating a unique and successful organizational culture is developing the leadership team focus on creating an empowering and enjoyable atmosphere in the work office for all employees. The lack of any type of culture was evident in the Smith & Falmouth Organization because of the past leadership tactics, such as supportive leadership, gave employees no sense of importance with the organization. The performance and enthusiasm of the workers reflected their attitudes toward the organization. To create a strong culture within the organization all employee attitudes will be enhanced from job satisfaction as well as through job involvement. The key in turning around employee morale is executing transformational style leadership with trusting and relying on the abilities of workers, rewarding and praising workers who increase his or her performance output, and allowing all workers an opportunity to have a say in the decision making process. The use of the transformational leadership will increase the employee's attitude of job involvement with empowerment and rewards resulting in high job ...