Leadership, Organization Theory and Change

 Leadership, Organization Theory and Change

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Description/Paper Instructions

Leadership, Organization Theory and Change

Running head: CHANGE LEADERSHIP 1

CHANGE LEADERSHIP 6

Change Leadership

Diana S. Toimoana

Leadership, Organization Theory and Change

Dr. Robinson

11/13/2019

Change Leadership

Change management is an essential process in an organization and it must be conducted effectively and competently to ensure the intended goal has been achieved. Thus, companies rely on the most significant methodology or system that will enhance their efforts and performance in ensuring the change has been successfully incorporated in the organization. GlaxoSmithKline (GSK) utilizes the Organizational Development (OD) approach in the management of changes made to enhance its performance in the provision of quality services to its clients. It is a company that bases its various operations on particular organizational values that is patient, transparency, focus, integrity, and respect. The values statement, whose creation was influenced and based on the corporation’s purpose and goal, guides on the organization’s interests and expectations. Besides, the stakeholders’ performance is controlled and guided by the vision and mission statements, which have been embraced throughout the organization as the employees are committed to attaining them. Both statements incorporate all organizational values and integrated the primary purpose and goal of GlaxoSmithKline; to develop and grow to become the best in the industry and ensure patients’ satisfactory. It is, therefore, paramount to have a workable and reliable change leadership action plan that will influence positive outcomes and control the issue of resistance to change.

In 2009, GlaxoSmithKline made a significant decision of customizing its organizational approach to change; hence, the Accelerating Delivery and Performance (ADP) program was developed. This policy aimed to facilitate and enhance the efforts needed to change how it changed to improve its performance. GSK enhanced its change efforts by combining the ADP program with significant project management approaches with Organizational Development and Lean Six Sigma (Lean Sigma). Besides the mandated team developed a GSK Change Framework to ensure the vision of the change program, which entails performance improvement, was competently communicated within the organization. The cyclic framework involves four major components including diagnosis, design, implement, and embed and grow with the central point being the change of self, team and the entire organization. As such, the GSK change leadership was convinced that the ADP approach, which was supported by six essential tenets, could produce both hard and soft business benefits. The realization of this came with the development of particular beacon projects to capture the attention of certain stakeholders ranging from the employees to the leaders who were determined to achieve the potential benefits. Also, the ADP program works to help the change leadership team identify and relate with the OD and Lean Sigma to enhance its efforts of mission attainment. Therefore, the leaders will be focused on the change and its implementation instead of waiting to be transformed themselves. Therefore, with these change efforts, the GSK’s change leadership was able to implement its mission of changing how it changed.

Although it cannot be directly termed as a mistake, the change leadership team mandated with the implementation of the ADP program underestimated its value; hence, this could have had negative implications on the accomplishment of the task were it not for the management’s competence. Initially, the developers had not realized that ADP could serve any other purpose other than the implementation of change projects. As such the team selected to carry out to help in the efforts of the implementation of the identified change could have been inadequately trained. Most probably, the team players were distinctively trained and equipped with skills of integrating the ADP with change projects while utilizing the OD and Lean Sigma methodologies. Therefore, upon the realization of other significant benefits of the program, the change leadership was required to revive the training sessions to equip them with additional abilities to take on the new responsibilities. The time and resources that could have been probably used for this function ought to have been saved if the customizers of the approach had considered all aspects involved including all its potential purposes. In this case, the organization ought to use this experience in the future when implementing similar or other changes intended to improve its performance.

Consequently, several key lessons can be deduced in the case of GSK and the change leadership process that was conducted during the implementation of the ADP program in the organization. First, the outcomes of a certain change can be more than one and diverse such that other things that were not expected can arise. It is crucial to have a primary reason when intending to make a particular change in the organization but it is equally important to understand that not everything goes as per the expectations. It is hence, to have backup strategies that could be used when something unexpected happens after the implementation of change. By doing this, the change leadership team will have saved time and resources since it is cheaper when something is conducting in wholly rather than when they are done one after the other. Second, change is inevitable such that once it has been decided upon it becomes difficult to turn back. So, the best thing to do at this point to sit back while observing closely what will come out of it and determine whether the consequences are as intended or not. Therefore, the urge of GSK organization to change how it changed was followed by other significant events including the restructuring of the change leadership team, development of certain elements to ensure a successful mission and other beneficial aspects. The leaders responsible for change management may or may not have prepared for some of these outcomes but had to react to ensure the oncoming emergencies were all addressed. In this case, therefore, having a clear picture of all possible outcomes is important as it helps to make all the necessary preparations before embarking on the change process.

Management of change is one of the most challenging tasks that leaders face at the workplace as they have to attain the intended results successfully and at the same time, ensure that the levels of resistance are low. As such, competence change leadership entails using quality strategic methods to create a workable action plan. In this case, the leaders take certain crucial actions such as the provision of a vision, equip and ensure the employees’ skills have been enhanced, giving out incentives, ensure resources are readily available whenever needed, and develop a precise action plan. Besides, it is paramount to understand that change is more than the general context or perception of just making transformations or doing things differently. It is an event where the process used has a significant connection with the people involved in the implementation of a particular change in the organization regardless of the relationship they have with it that could be either direct or indirect. The implication of this, hence, is that the change leadership team must have unique and developed skills as they will determine their competence in the task. Some of the skills that the leaders must exhibit professionally are effective communication, collaboration, and commitment. Communication entails that the leaders explain everything in detail without leaving out significant information like why the change is being implemented. It helps in capturing the attention of the stakeholders to urge them to support the process. Collaboration is about to bring all those concerned together to plan and execute to ensure all stakeholders are involved in the decision-making process and also motivate them to contribute maximally to the change. It also discourages unhealthy competition among the employees of which could have adverse implications on the outcomes and how the stakeholders receive the change. Finally, commitment entails that the leaders must be prepared to leave their comfort zones to come out and be on the front line as they are the motivators and encouragers of the change. They must ensure that their behaviors and beliefs reflect and are focused on the bigger picture; so, persistence and resilience are some of the driving factors needed for the goal to be attained.

Henceforth, with these skills, the change leadership team will be able to perform the stages of the action plan developed competently. The action plan is a process that involves several stages that is planning, executing, evaluating and rewarding phases. The first stage is planning where various activities are involved including the communication of the change to the employees where all details concerning the process are explained. The leaders must be the role models as their actions are emulated by others implying that they must create a perception that the change is a kind of investment that is expected to return dividends later as long as the stakeholders are committed and willed. Also, this stage involves training and learning of what and why the change has to be implemented. The essence of this is to ensure the implementers are aware of all the aspects involved including time and resources to be utilized for the project. Hence, once everything and everybody is prepared, the change leadership team can move to the next stage of the action plan.

The second stage is execution where the change leadership is required to apply everything taught and learned to ensure the change has been implemented successfully. The employees should be encouraged to ensure that their urgency for development has been elevated. Besides, the leaders must come out to help the employees improve their skills and gain more knowledge required in the achievement of the intended goal. Also, at this stage, high levels of coordination are required to promote collaboration to ensure the employees are contributing maximally without unnecessary competition among themselves. Hence, there will be a maximum performance from all the stakeholders participating in the implementation of the change such that every development opportunity will be seized as it comes. The third stage is evaluation where the leaders will be involved in the activities of reviewing the employees’ performance during the execution process. The performances will be put on a scale after which every employee will be rated as per the levels of competence. Feedback will be given after the reviewing of which it is paramount to recognize and emphasize the strengths and weaknesses to ensure the employees make significant improvements in the future. Finally, the last stage is the bottom line that will involve rewarding and encouraging the employees to enhance the manager-worker relationship. The essence of this stage is to motivate the employees to boost their efforts and urgency to work on their skills to ensure there are significant improvements in the future. Therefore, with a successful implementation of the four stages of the action plan, the change leadership team will have attained the intended outcomes and reduced if not eliminated the chances of resistance to change.

Relatively, as previously illustrated, the leaders are responsible for ensuring the employees’ commitment to the implemented of the change is to the maximum. So, to use their insights maximally in the stages of the change process will involve three strategic steps that are a collection of ideas, evaluation of their relevance and selection of the best. The employees’ opinions will be recorded as they give them after which the change leadership team will evaluate their significance in the attainment of the intended goal. Then, the team will decide which of the selected ideas offer the best insights into the achievement of the objectives of each stage of the action plan.

In conclusion, the proposed change process aligns with the organizational values as each of the stages involved is focused on quality through the utilization of enhanced skills and talents. The attainment of the process’s objectives is determined by the respect the implementers have for each other as they must ensure collaboration. A high level of transparency and integrity is paramount to ensure the results are genuine and accurate. Also, the change leadership team must be patient and focused on the bigger picture to ensure the results are satisfying and impressive. Therefore, the change process emulates the values used by the organization in achieving its goals and objectives.

References

Action Plan to Achieve Breakthrough Improvement in Employee Productivity and Leadership Effectiveness. (n.d.). Retrieved from https://govleaders.org/action-plan.htm.

How to Be a Successful Change Leader. (n.d.). Retrieved from https://www.ccl.org/articles/leading-effectively-articles/successful-change-leader/.

McGuire, D. (2014). Organizational Change Management at Work in the Global Pharmaceutical Industry.

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