The Role Of A Sponsor For Large-Scale Strategic Organization

The Role Of A Sponsor For Large Scale Strategic Organiz

The role of a sponsor for large-scale, strategic organizational change is typically assigned to __________. a highest-level executive an investor a senior manager a member of the “leadership change team”

All of the following elements are part of an organization’s vision EXCEPT __________. its mission its enduring core values its market share its goals for the future

In Cummings and Worley’s five dimensions of leading and managing change model, identifying key stakeholders is as aspect of __________. motivating change creating a vision developing political support sustaining momentum

According to the author, Ackerman and Anderson’s road map is best regarded as __________. a “thinking discipline” a set of “hard and fast rules” “set in stone” a “prescription for success”

According to the drama triangle, one common characteristic of the rescuer role is __________. aggressive behavior refuses to say “no” nonassertive behavior initiates the attack

Which CEO does the author cite as an example of a case in which a board of directors did not accept the strategy of its leader? Larry Bossidy, at AlliedSignal Alan Mulally, at Ford Eric Schmidt, at Google Leo Apotheker, at Hewlett-Packard

When aligning people with an organization’s vision, leaders should consider __________. financial incentives nonfinancial incentives both financial and nonfinancial incentives neither financial nor nonfinancial incentives

According to the stakeholder matrix, if the stakeholder is assessed as nonsupportive, which of the following strategies should be used? involve collaborate monitor defend

Which of the following is true regarding organizational structures? strategy follows structure structure follows strategy structure and strategy are established simultaneously strategy does not address structure

According to the author, change is best thought of as a(n) __________. event process ideal philosophy

Paper For Above instruction

Strategic organizational change is a complex process that requires effective sponsorship, clear vision, stakeholder engagement, and appropriate structural alignment. Central to this process is the role of a sponsor, typically a high-level executive, who champions the change initiative and mobilizes resources and support across the organization. The sponsor acts as a change agent, providing strategic direction, overcoming resistance, and ensuring the change aligns with the organization's overarching goals (Cummings & Worley, 2014).

Understanding the elements that constitute an organization’s vision is essential for guiding strategic change. Elements such as the organization’s mission, core values, future goals, and market share shape the strategic direction. However, market share, while a tangible business metric, is not inherently a part of the vision but rather an outcome of the strategic efforts (Hitt et al., 2017). Therefore, the correct exception in the list of vision components is market share.

In the realm of leading and managing change, identifying key stakeholders is vital. According to Cummings and Worley (2014), stakeholder engagement falls under the dimension of developing political support. Recognizing and involving stakeholders early facilitates buy-in, reduces resistance, and fosters a supportive environment for change.

Ackerman and Anderson’s road map emphasizes a thinking discipline, promoting reflective and strategic thinking throughout the change process. Their approach does not prescribe rigid rules but encourages a thoughtful, adaptable mindset, enabling leaders to navigate complexities effectively (Ackerman & Anderson, 2010).

The drama triangle, a psychological model illustrating transactional roles in conflict, describes the rescuer as someone exhibiting nonassertive behavior. The rescuer often intervenes in others' conflicts, unintentionally enabling dependency. Such behavior is passive and often refuses to say "no," perpetuating unhealthy dynamics (Karpman, 1968).

Regarding leadership examples, the case of Alan Mulally at Ford illustrates a situation where the board did not initially accept the leader’s strategy. Mulally’s turnaround strategy faced skepticism, but his leadership eventually garnered support, transforming Ford’s trajectory (Davies, 2014).

When aligning people with an organization’s vision, leaders should consider both financial and nonfinancial incentives. A comprehensive approach recognizes diverse motivators, including recognition, development opportunities, and compensation, fostering engagement and commitment (Deci & Ryan, 2000).

The stakeholder matrix classifies stakeholders based on their support and influence. For nonsupportive stakeholders, the recommended strategy is often to defend or monitor, depending on the context, to manage potential resistance effectively (Mitchell, Agle & Wood, 1997).

Organizational structure and strategy are deeply interconnected. The strategic contingency perspective asserts that strategy follows structure, meaning organizational design should align with strategic goals to enhance effectiveness (Mintzberg, 1980). This alignment ensures that structures facilitate strategic initiatives rather than impede them.

Finally, change should be viewed as a process rather than an isolated event or a fixed philosophy. This perspective emphasizes that managing change involves continuous learning, adaptation, and reevaluation, aligning with the conceptualization of change as an ongoing process (Hiatt, 2006).

References

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