Competency Analysis Of Leadership And Management Roles In C ✓ Solved

Competency Analyze leadership and management roles in c

Analyze leadership and management roles in change management. Evaluate different change management models. Examine various roles in change management. Analyze methods for understanding and mapping change in an organization. Critique strategies for removing barriers to change. Examine leadership's role in executing successful change.

You serve as the change leader for Delta Pacific Company (DPC). Up until this point, the organizational culture has been one of a traditional culture as the company had a manufacturing environment. DPC has undergone an extensive change from manufacturing to consulting, including new employee roles and responsibilities, training, and resources. However, there have been organizational barriers and employee resistance to the changes, resulting in declining profitability.

You have decided to design a Change Leadership Strategy plan to present to the leaders of DPC to meet their goal of changing the culture from the more traditional manufacturing environment to one of a contemporary consulting environment.

To complete your Leading Change Plan, please include the following: Identify the problems facing Delta Pacific. Analyze the different roles leaders and managers use for successful implementation of change. Discuss the roles and responsibilities of leading team members for change. Compare and contrast advantages and disadvantages of two (2) popular change models. Discuss at least three (3) similarities and three (3) differences of change models.

Select one (1) model that you feel best compliments your strategy. Explain how the change model you selected to use will ensure the most effective and efficient process of changing an organizational culture. Discuss at least two (2) strategies for overcoming barriers to change. Discuss the behaviors that Delta Pacific leaders need to exhibit to ensure a positive and successful cultural shift for the long-term. Provide an APA formatted title page and attribution for credible references used in the development of content ideas following academic guidelines.

Paper For Above Instructions

Leading Change at Delta Pacific Company

As the change leader for Delta Pacific Company (DPC), I am tasked with addressing significant challenges resulting from the transition from a traditional manufacturing culture to a contemporary consulting environment. This involves crafting a Change Leadership Strategy that targets organizational barriers and implements effective change management practices.

Identifying Problems Facing Delta Pacific

Delta Pacific is experiencing resistance to change, which threatens its profitability and growth. Key issues include employee resistance to new roles and responsibilities, inadequate training on consulting practices, and a lack of resources to support the new consulting environment (Kotter, 1996). Additionally, there may be a communication gap between leadership and employees regarding the purpose and benefits of the transition, further exacerbating resistance.

Roles of Leaders and Managers in Change Implementation

Effective change management requires distinct yet complementary roles from both leaders and managers. Leaders inspire and motivate employees, creating a vision for change and establishing an emotional connection to the new direction (Hughes et al., 2014). They must demonstrate commitment to change by modeling desired behaviors and addressing concerns empathetically.

Conversely, managers are responsible for execution and operationalization of the change strategy. Their roles include planning, organizing, and monitoring the implementation of new processes. Managers are crucial for ensuring that team members understand their new responsibilities and have the necessary support (Schein, 2010).

Roles and Responsibilities of Team Members

Team members play an essential role in facilitating change. They should be proactive in learning their new roles and seeking support where needed. Encouraging team members to communicate openly about their challenges and successes during the transition helps foster an environment of collaboration and accountability. Leaders should empower them to take ownership of the change process, fostering a sense of investment and commitment (Kotter, 1996).

Comparing Change Models

Two widely recognized change management models are Kurt Lewin's Change Model and John Kotter's 8-Step Change Model. Lewin's model consists of three stages: unfreeze, change, and refreeze. Its advantage lies in its simplicity and focus on stabilizing change; however, it may oversimplify the complex nature of organizational change (Lewin, 1951).

Kotter's 8-Step Model, on the other hand, provides a comprehensive framework that emphasizes creating urgency, forming coalitions, and instituting new approaches. While it effectively guides companies through change, detractors may argue that it is time-consuming and requires significant resources (Kotter, 1996).

Similarities and Differences of Change Models

Both models highlight the importance of reducing resistance and the need for leadership support. They emphasize communication and the necessity of employee buy-in to facilitate change (Schein, 2010; Hughes et al., 2014).

Three critical differences include: Lewin’s model is cyclical and focuses on stabilization, whereas Kotter's is sequential and detailed; Lewin's model may not account for emotional aspects, while Kotter includes them; and Lewin is more focused on individual change, while Kotter emphasizes organizational change (By, 2005).

Selected Change Model for DPC

For DPC, I recommend utilizing Kotter's 8-Step Model. This model aligns well with our need for a structured approach to addressing change management barriers and ensuring employee engagement throughout the transition. Each step reinforces the importance of collaboration, fostering community among team members, and empowering them to take an active role in the change initiative (Kotter, 1996).

Strategies for Overcoming Barriers

To overcome organizational barriers, DPC should implement two key strategies: providing robust training and facilitating open communication. Comprehensive training programs will equip employees with the necessary skills to succeed in their new roles (Hughes et al., 2014). Open communication fosters transparency, allowing leaders to address concerns directly and reassure employees regarding the change process.

Desired Leader Behaviors for Cultural Shift

To achieve a successful cultural shift, leaders at Delta Pacific must exhibit specific behaviors, such as demonstrating emotional intelligence, being approachable, and fostering an atmosphere of trust (Schein, 2010). They need to encourage innovation, actively seek employee feedback, and recognize contributions to cultivate a positive organizational culture. These behaviors will support the long-term success of DPC as it navigates its transition to a consulting firm.

Conclusion

The transition from a manufacturing-based to a consulting-oriented culture at Delta Pacific presents unique challenges that require thoughtful leadership and effective management strategies. By clearly defining roles, utilizing a structured change model, and supporting employees through training and communication, DPC can achieve its cultural transformation and enhance profitability.

References

• By, R. T. (2005). Organisational change management: A method for managing the transition of knowledge workers. Journal of Business Research, 58(1), 14–23.
• Hughes, M., & Burch, G. (2014). Change management in organizations. Journal of Organizational Change Management, 27(1), 103-124.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lewin, K. (1951). Field Theory in Social Science. Harper & Row.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Burnes, B. (2017). Managing Change. Pearson Education.
• Kotter, J. P. (2012). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business Review Press.
• Hiatt, J. M. (2006). ADKAR: A Model for Change in Business, Government, and our Community. Prosci.
• Anderson, D. L., & Anderson, L. A. (2010). Beyond Change Management: How to Achieve Breakthrough Results Through Conscious Change Leadership. Wiley.
• Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.