Change Initiatives

As a result, Zwick (2002, p. 542) has noted that implementing change programmes in organisations that realise positive outcomes remain problematic for many organisations in the 21st century. Ayodeji & Oyesola (2011, p. 235) have postulated that organisational change is a dynamic process, which when taken poorly contribute to employee resistance to it, and eventually leads to failure of the whole process. 3|Page Organisation Behaviour; MGTS 1601; Individual Essay; Employee resistance to change Yuanli Zhang 43401163 Employees resist changes when they occur in the organisations for several reasons. Many organisations when they introduce changes are likely to stick to the ‘top-down organisational change’ process (Awasthy, Chandrasekaran & Gupta, 2011, pp.

Lussier and Achua posit five normative leadership styles: Decide, consult individually, consult group, facilitate, and delegate (p128, 2013). While all of these

There are four main leadership styles, the first being Autocratic style which the manager retains as much control and decision making authority as possible, the manager does not give employees any input or consultation. The next is Bureaucratic which is where the manager manages ‘by the book’ which is where everything must be completed according to procedure and protocol. Mangers using this style will only consult with those above them in the chain of command. They simple enforce the rules of the workplace. The next style of leadership is Laissez-Faire which is also known as the ‘hands off’ approach to management. The manager usually provides little or no direction and give employees as much freedom as possible. All power is given to employees and they are to dictate their own work ethics. The last leadership style is the Democratic style which is also known as the participative style and this is where employees are encouraged to be a part of the decision making process. The democratic manager keeps their employees informed about everything that affects

Health Care field is a path of continuous change particularly due to the internal and external factors that affect the organizations. That said, the members of the organization should be prepared and be trained in able to adapt with this continuously occurring changes. In order to accomplish this, an evaluation of the current forces driving change in the field health care will be done. This will give a better understanding of which factor affects the organization and what action should be practiced within the organization. The organization where the author belongs will also be discussed together with the identification if there is a need for change, proposal on how to do it, development of a vision, and

The first leadership style is "Autocratic" in which the leaders understand the strength of the authority and sees subordinates as important parts of a big machine. These leaders do not believe in opinion or suggestions.

The laissez-faire leadership style can be seen by some as lazy or a type of leadership style where the leader is non-existent. A leader who uses the laissez-faire leadership style is backing away from the traditional idea of a manager or leader, and allowing the employees to make decisions or tackle problems on their own. The laissez-faire leadership style was developed in 1938 in compilation with both autocratic and democratic leadership styles. This leadership style is best when the workforce is made up of very educated and highly skilled individuals who are capable of developing and meeting their own deadlines.

Avoid identified triggers for smoking as much as possible and continue to limit caffeine intake.

When implementing a successful change initiative, Kotter stated you must “win over the hearts and minds of the employees” (Kotter, 2011). After all the changes are recognized, the leader and team need to push through the stages and stay on track with the initiative that has been set. Once all the stages of the change initiative have been determined and initiated, behavior in the culture needs to change to compliment the changes that have been put into place (Cohen & Kotter, 2012). It is often difficult to keep employees out of their comfort zone and keep them on track with the change (Kotter, 2012).

According to Anderson (2004) the theory of change encompasses the little steps that lead to the overall goal; it connects the activities to the outcomes. A community based change initiative (CCI) is focused on addressing the needs of a special population or a large range that looks at community issues that require change. According to the research of the roundtable prior to implementing strategies it is essential identify outcomes because they are the driving force of the strategies. The results of a theory of change approach is contingent on how well the long term outcome is identified (Anderson, 2004). During the process leadership and a clear overall results are essential to bring the community together and address the needs of the community.

Drawing on theory and practice from the programme on leading effective change, critically review your style of working with others, and consider how your approach to thinking and acting has affected your impact in your work. What have you learned about leading effective change?

To my knowledge there are many types of leadership styles. From my readings, according to Douglas McGregor, leadership styles are of two types based on their attitude about followers. They are Theory X or autocratic and Theory Y or participative. Theory X or Autocratic leaders are someone who use the power they have acquired by their rank, knowledge, skills to reward or punish workers. They are very commanding and they will give orders and assume that group members will respond obediently. Theory Y or participative leadership style involves sharing of group members ideas in decision making unlike the Theory X leaders. Theory Y leaders are less authoritative and commanding; they are more concerned with the group interrelationships as well as with getting the job done. But I believe leaders should not have one leadership style in particular. They should

Building on step one; a guided team will be formed, gathering the ones that are interested in the service proposal. The team will be made up of managers, ward staff and care worker. The multi disciplinary team goals are to motivate others to achieve the vision and common goal of changing practice which will help promote the safety of patients in isolation room. Line (2007) explains that change proposal with high amount of position power are more successful when it comes to implementing change. As according to Kotter's step 2 require people with position power so that the change initiatives cannot be blocked (Kotter, 1996). Cameron and Green (2015) agree that to implement change the involvement of people with the right resources, expertises

In 1939, a group of researchers led by psychologist Kurt Lewin set out to name different styles of leadership. While further research shows additional types of leadership styles, this early study was very powerful and created three major leadership styles; Participative Leadership (Democratic), Authoritarian Leadership (Autocratic), and Delegative (Laissez-Faire) Leadership. After learning the

The last style is called laissez-faire leadership. Here leader usually participates minimally and let team members find their own way out by allowing complete freedom in decision making (Simmons and Striley, 2014).

Organizational change is inevitable and seemingly always on the horizon in the business world. It can directly affect organizational culture in both a positive and negative aspect. In order to combat the negative components of change that will surface, effective communication must be utilized as a part of the change strategy. Organizational change defined by Hurn (2012 cited in Bourne, 2015:p. 142) “involves changing an organization’s direction from the present position to a more desired position, in an effort to respond better to new challenges and opportunities”. Change tends to have a negative connotation but without change, an organization can become stagnant. What role does effective communication play in organizational change? How does organizational change occur? How does a leader(s) manage changing the organizational culture? This article will seek to answer these questions and convey the correlation of good communication and successful implementation of change initiatives.