LEADERSHIP

Corporate Culture and Change Leadership



Corporate Culture and Change Leadership

Introduction

Intense competition in the local and international markets has led the companies to the conclusion that to survive and be successful in aggressive environments it is not enough to improve their operations and integrate their functions internally. However, it has become necessary to make a strong communication channel within the company and initiate exchange relations information, materials and resources with suppliers and customers in a much more integrated manner, using innovative approaches that benefit all stakeholders together with the communication process.

Organizations are currently involved in the dilemma of leadership and management development challenges, which results in lack of management abilities that usually rob the high-potential managers of critical on-the-job experiences, depleted resources for employee development, and a rapidly aging workforce, which results in decline of experienced managerial talent for leadership positions.

In this essay, we will be discussing the assessment factors that will used in the study. In addition, we will be analyzing the background of the organization, and the IMPACT framework used to assess the organization. Further, we will be concluding with the understanding and significance of GAP factors that exist and ways to solve these issues in the organization.

Assessment Factors Used in Study

Financial firms generally offer work equipment; training; clients; and other resources to both their employees and to contracted agents. They typically try to draw up long term contractual relationships with their knowledge intensive contractors. They tend to benefit from enduring customer-to-consultant relationships and cross-selling from the firm's palette of financial services. Such benefits typically derive from so called relational exchanges between professionals and the firm (Baugh, 1994). However, our studied independent agents are unlike autonomous agents, having one or only a few close contractual relations (including competitor clauses) with selected financial firms. Coyle-Shapiro et al. (2006) introduced in this context a further contingency employment classification: long-term contracted employees. To be consistent in this paper, we will refer to the differences between the two major groups of finance professionals, i.e. self-employed versus employed professionals. In general, the finance sector is known for its high turnover, especially among professionals who frequently switch to organizations offering better conditions (Boleman, 2008).

Outstanding commitment found to lead to positive organizational outcomes such as employee motivation, extra-role behavior and improved group and organizational performance. Alvesson (2004) further explain that while commitment to smaller entities such as team and branch is usually stronger than commitment to larger organizations, organizational commitment remains powerful predictor of desirable organizational outcomes. While these findings may legitimately apply to some types of (public- and private- sector) organizations and their employees, we claim the professional services sector requires an alternative view to understand and extract the potential value of professionals' work commitment.

Organization Background and Assessment Methods

ABC Organization is a semi government financial agency, reporting to the ministry of Finance in XYZ. It has been there for more than 35 years. Its core business is to provide industrial loans for local industrial project and provide financial, marketing, and technical ...