Choose One Business Issue Such

Choose One Business Issue Such

Choose one business issue such as narcissism, organizational culture, change, and stress from your own professional work experience or peer-reviewed journal articles. Apply two different concepts from Chapters 14–16 in the Kinicki & Fugate textbook to the issue you are discussing. Relate the chosen chapter concepts to the business issue in a way that demonstrates understanding of each concept. The thread should be 500–750 words and include four sources: the textbook, at least one peer-reviewed journal article, one passage of Scripture, and at least one reference from the lesson presentation in the corresponding modules/weeks, all cited in current APA format. Submit your thread by 11:59 p.m. (ET) on Wednesday.

Paper For Above instruction

Introduction

Addressing complex business issues such as organizational change and stress requires a nuanced understanding of organizational behavior theories and models. Exploring real-world examples demonstrates how foundational concepts from the Kinicki & Fugate textbook can be applied to practical issues within organizations. This paper will analyze the issue of organizational stress brought about by rapid restructuring in a healthcare organization, integrating two distinct concepts from Chapters 14–16: Lewin’s Change Model and the Fiedler Contingency Model. These concepts allow us to examine the dynamics of organizational change and leadership effectiveness, respectively, offering a comprehensive view of managing stress in a corporate environment.

Business Issue: Organizational Stress

Organizational stress often results from significant change initiatives, such as restructuring, downsizing, or technological transformations. In a healthcare setting, rapid restructuring can induce stress among staff due to role ambiguity, increased workload, and uncertainty about job security. Such stress can impair employee well-being and diminish organizational performance, thereby necessitating effective change management strategies. Understanding the psychological and structural factors involved in such change efforts is essential for leaders seeking to mitigate stress and facilitate a smooth transition.

Concept 1: Lewin’s Change Model

Lewin’s Change Model (Lewin, 1951) is a foundational framework for managing organizational change. It comprises three stages: unfreezing, changing, and refreezing. During the unfreezing stage, organizations prepare staff for change by challenging existing beliefs and attitudes, often through communication and participation. In the changing phase, new processes and behaviors are implemented. Finally, refreezing stabilizes these changes to ensure they are integrated into organizational culture. Applying Lewin’s model to the healthcare restructuring scenario emphasizes the importance of addressing employee resistance and communicating effectively to reduce stress during transitional phases.

Unfreezing might involve transparent communication about the reasons for restructuring, recognizing employee concerns, and fostering a supportive environment. The change phase entails training and involving staff in decision-making processes, which can lessen feelings of helplessness and anxiety. Refreezing involves reinforcing new routines and recognizing achievements to embed the changes. This systematic approach helps manage the emotional and psychological responses to organizational upheaval, thus mitigating stress.

Concept 2: Fiedler’s Contingency Model

Fiedler’s Contingency Model (Fiedler, 1964) posits that effective leadership depends on the match between a leader’s style and the organizational situation. The model identifies two primary leadership styles: task-oriented and relationship-oriented. It emphasizes that leaders must adapt their style based on situational factors such as leader-member relations, task structure, and position power.

In the context of healthcare restructuring, applying Fiedler’s model illustrates the importance of situationally appropriate leadership. For instance, during high-stress times characterized by uncertainty, task-oriented leadership may be more effective to ensure clarity and focus on critical objectives. Conversely, relationship-oriented leadership can foster team cohesion and morale during periods of low uncertainty.

Assessing the situational variables helps leaders determine the most appropriate style to reduce staff anxiety and resistance, thereby alleviating stress. Leaders who tailor their approach in alignment with the contingency variables can facilitate smoother change processes, improve communication, and bolster staff resilience.

Integration of Concepts

The integration of Lewin’s Change Model and Fiedler’s Contingency Model provides a robust framework for addressing organizational stress. Lewin’s model offers a step-by-step roadmap for implementing change, emphasizing the need for preparation, execution, and stabilization. Simultaneously, Fiedler’s model guides leaders in adopting the appropriate leadership style for each phase, aligning leadership behaviors with situational demands.

During the unfreezing stage, effective leadership involves relationship-oriented behaviors to build trust and reduce resistance. As change progresses, task-oriented leadership can facilitate task clarity and efficiency, crucial for minimizing uncertainty-driven stress. Recognizing the contingency factors helps leaders remain flexible and adaptive, essential qualities during turbulent organizational changes.

Implications and Practical Applications

Practitioners can utilize these models to develop targeted interventions that reduce stress during organizational change. Transparent communication, participative decision-making, and situationally appropriate leadership foster a supportive environment. Leadership development programs can train managers to assess situational variables accurately and adjust their style accordingly. Additionally, incorporating spiritual passages such as Philippians 4:6-7 can provide emotional support and resilience to staff navigating crisis and change (Bible Gateway, 2023).

Furthermore, ongoing feedback mechanisms are essential to monitor staff well-being and adjust strategies dynamically. Employers should prioritize emotional intelligence and adaptive leadership to foster psychological safety, ultimately reducing stress and promoting organizational health.

Conclusion

Addressing organizational stress during major change initiatives requires a strategic integration of change management and leadership theories. Lewin’s Change Model provides a structured approach to implementing change, while Fiedler’s Contingency Model emphasizes the importance of situational leadership. Applied together, these models serve as effective tools for minimizing stress, enhancing communication, and fostering resilience among staff. Future research and practice should focus on developing adaptive strategies tailored to unique organizational contexts, ensuring that change efforts contribute positively to organizational culture and employee well-being.

References

  • Fiedler, F. E. (1964). A contingency model of leadership effectiveness. Advances in Experimental Social Psychology, 1, 149–190.
  • Kinicki, A., & Fugate, M. (2021). Organizational Behavior: A Practical, Problem-Solving Approach (9th ed.). McGraw-Hill Education.
  • Lewin, K. (1951). Field theory in social science. Harper.
  • Bible Gateway. (2023). Philippians 4:6-7. https://www.biblegateway.com/passage/?search=Philippians+4%3A6-7&version=NIV
  • Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
  • Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The motivation to work. Transaction Publishers.
  • Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
  • Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977–1002.
  • Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93–102.
  • Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson Education.

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