Assignment Must Be In APA Format 2-3 References Work

Assignment Must Be In Apa Format 2 3 References Work Must Be Original

Assignment must be in APA format 2-3 references, work must be original, fresh work, will pay $15 need this assignment by 9/19/14 Your consulting firm has been hired by a small company to prepare a research paper aligned with their plans for a global expansion. The business has been successful for the past ten years with steady growth. However, the company believes that creating additional layers of management would increase performance. The company’s idea is to create an upper-management team to focus more on the strategic initiatives of the business going global and a lower-level management team to focus more on the day-to-day operations. The company has realized that there may be a few challenges to this reorganizational structure and have asked you to research the situation and advise the executive team. Several of the immediate concerns include: The morale of the employees--half the current employees are very satisfied with their current job and responsibility and the other half of employees are eager to move into higher management position or into management position. The budget--budget does not allow everyone to be promoted. Performance issues—some individuals are lacking on their performance and are not going to be a good fit as a manager based on their past performance. Identification of high performers. Alternatives for moving forward with the new organizational structure that will not cause unnecessary chaos in the workplace. Evaluation of the importance of the leadership dynamics when it comes to prior knowledge and skills. Present your findings as a 1-2 pages report in a Word document formatted in APA style. Submit your assignment. Submitting your assignment in APA format means, at a minimum, you will need the following: TITLE PAGE. Remember the Running head: AND TITLE IN ALL CAPITALS ABSTRACT. A summary of your paper…not an introduction. Begin writing in third person voice. BODY. The body of your paper begins on the page following the title page and abstract page and must be double-spaced (be careful not to triple- or quadruple-space between paragraphs). The type face should be 12-pt. Times Roman or 12-pt. Courier in regular black type. Do not use color, bold type, or italics except as required for APA level headings and references. The deliverable length of the body of your paper for this assignment is 4-5 pages. In-body academic citations to support your decisions and analysis are required. A variety of academic sources is encouraged. REFERENCE PAGE. References that align with your in-body academic sources are listed on the final page of your paper. The references must be in APA format using appropriate spacing, hang indention, italics, and upper and lower case usage as appropriate for the type of resource used. Remember, the Reference Page is not a bibliography but a further listing of the abbreviated in-body citations used in the paper. Every referenced item must have a corresponding in-body citation. This assignment will be assessed using the criteria provided here . For assistance with your assignment, please use your text, Web resources, and all course materials. Unit Materials

Paper For Above instruction

The proposed organizational restructuring for the small company aiming at global expansion necessitates a comprehensive understanding of leadership dynamics, employee morale, and strategic management principles. This paper explores the challenges and potential strategies associated with instituting additional management layers, focusing particularly on maintaining high performance, managing employee morale, and leveraging leadership skills effectively.

The company’s initiative to create upper and lower management tiers is a strategic move designed to facilitate both strategic initiatives and operational efficiency. However, such restructuring often introduces complexities related to employee morale, especially when employees’ aspirations for advancement are constrained by budget limitations. According to Kotter (2012), organizational change can threaten employee morale if not managed with transparency and inclusivity. Employees eager to ascend into management roles may experience frustration if promotions are limited, potentially impacting motivation and performance. Therefore, it is crucial for leadership to communicate transparently about promotion opportunities and to involve employees in change processes to foster trust and engagement.

Furthermore, performance issues and the identification of high performers are critical components of restructuring success. The literature emphasizes the importance of performance appraisal systems that are fair, transparent, and aligned with organizational goals (Pulakos, 2009). High performers should be recognized through targeted development programs and leadership opportunities. For employees lacking requisite skills, alternative pathways such as training programs, mentoring, or lateral moves can be employed to address gaps without disrupting workplace harmony (Aguinis, 2013). This approach ensures that the organization nurtures talent in alignment with strategic growth plans.

Leadership dynamics, particularly prior knowledge and relevant skills, play a significant role in the success of new management structures. Effective leaders possess not merely technical expertise but also emotional intelligence and change management capabilities (Goleman, 2011). As such, selection processes should prioritize these competencies, especially for newly formed management teams. Additionally, fostering a culture of continuous development and knowledge sharing can mitigate potential chaos during restructuring, enabling a smoother transition (Zaharia, 2014).

To minimize workplace disruption during reorganization, alternative strategies include phased implementation of new management layers, comprehensive communication plans, and engagement initiatives. A phased approach allows gradual adaptation and feedback collection, reducing resistance (Hiatt, 2006). Coupled with open forums and transparent decision-making, these tactics can mitigate adverse effects on morale and performance. Additionally, recognizing and rewarding high performers can motivate ongoing productivity amidst organizational change (Salas et al., 2015).

In conclusion, restructuring efforts must be carefully managed to align leadership capabilities with organizational goals while maintaining high employee morale and performance. Emphasizing transparent communication, targeted development, and inclusive leadership selection are essential strategies to facilitate a successful transition. Future organizational effectiveness hinges on balancing strategic objectives with human capital considerations, ensuring the organization’s long-term growth and stability.

References

• Aguinis, H. (2013). Performance management (3rd ed.). Pearson Education.
• Goleman, D. (2011). Emotional intelligence: Why it can matter more than IQ. Bantam.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
• Pulakos, E. D. (2009). Performance management: A new approach for driving business results. Pfeiffer.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2015). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 16(2), 74-101.
• Zaharia, R. (2014). Knowledge management and innovation: The importance of leadership and culture. Procedia - Social and Behavioral Sciences, 124, 278-283.