Sample Leadership Studies Paper on Managing and leading change

Introduction
Since firms work in an ever-changing environment, it's impossible to avoid it. Keeping up
with the ever-changing demands of consumers necessitates constant change in any business.
In order to achieve a successful transition in an organization, change management requires
preparation and the participation of key stakeholders. If you want to be a successful business,
you must accept change and look for ways to make it more helpful. Instead than waiting for
change to happen, effective leaders drive it. As a result, successful organizational
transformation relies heavily on effective change management and leadership. Radical or
gradual change might occur at the same time. Incremental change impacts just a small
segment of an organization, while radical change affects the whole company.. An
organization's effective transformation depends on adopting a systematic approach to change.
There are benefits to incremental change but it does not offer all stakeholders the ability for
change, which may lead to resistance.
When Rapid Supply Electronics Components Limited (RSEC) was acquired by EBF, the
purpose of this paper was to study the impact of advancement (EBF). A growing need to
resist competition led RSEC to see acquiring EBF as an opportunity to take control of the
market. RSEC's goal was to harmonize EBF's framework and processes in order to better its
administration delivery and product development (Jones, Roberts and Chonko, 2000). A
notion was acceptable, but RSEC had not put in place adequate supporting structures to
ensure the success of their method even if it was acceptable. After only eleven months, the
board was able to clearly articulate its objectives of coordinating all coordinations,
agreements, and client help.. This decision was made by the board without sufficient

4 | Page
knowledge on the best way to implement the framework throughout the whole firm. In order
to guide a company through a successful transformation, management must identify
important participants in the change process, devise a strategy for putting the strategy into
action, and assess how various stakeholders will respond. As a result, management should
examine the change's impact on the organization's goal and vision, culture, motivation, and
workers.

Initiative of the organization
If the board of directors desired to adopt a change, they needed to ensure that each member of
an association who might be affected by the change was prepared for it. The project's purpose
was to include EBF's brand values and customer service standards, as well as the company's
sales and coordinations structure, into one document (Alvin, 1997). Combined, the three
components would have resulted in a successful merger for the three parties involved. In
order to familiarize the RSEC staff with the newly acquired structure from EBF, a training
session was held. The ultimate purpose of these activities was to create an integrated
administrative headquarters for the capacity. The expenses associated with these skills would
have been decreased as a result, and RSEC would have been able to better serve its
customers. To cope with the competition from other organizations, RSEC had a decent
structure in place, but it was badly constructed. However, the company's management
intended to take advantage of a straightforward opportunity, but they were overburdened,
didn't hire specialists, and had little understanding of the key work at hand. Defining the
Investigation's Primary Objective With every move in the usage of technology, RSEC was
confronted with a slew of difficulties. In response to the concerns, the government was forced
to confront several difficulties.

5 | Page
There was a huge flaw in the organization's organizational structure; it had figured out how to
make it such that it could make errors. Inadequate communication regarding the adjustment
that was to be executed was the starting point of the difficulties. Each and every one of the
workers who would have been impacted by the new framework received information about it
at the same time as their colleagues. Employees were not given an opportunity to share their
issues or express their ideas to management. Because RSEC has obtained EBF, incoming
staff would be required to comply to the framework established by RSEC. It was clear that
most of the delegates were opposed to this decision since they were already aware that it
would interfere with their daily work activities. As long as the many offices were running
well, the staff did not see the need for a more centralized organization. Several employees
from the Sydney office were among those who were reassigned as a consequence of the
relocation process. This group of representatives was not given enough time to prepare
themselves and their families, much alone to communicate any lingering issues, prior to the
start of the change implementation process. As a consequence of the transition, the firm had
to lay off a huge number of administrative employees that worked for its clients.
When it came to dealing with other organizations, RSEC had a decent structure but it was
badly constructed. To take advantage of a simple chance, the firm executives were
overburdened and didn't employ specialists. They also had little expertise of the key work at
hand. Establishing a Focus for the Research It was not an easy transition for RSEC when it
came to the usage of new technologies. Because of the worries, the administration had to deal
with a lot of difficulties. The organization's structure had figured out a way to enable it to
make errors, which was a huge concern. Initially, there was a lack of information regarding
the changes that were to be made. Employees touched by the new framework heard about it
at the same time, ensuring that everyone was on the same page. Workers were denied the
opportunity to share their concerns or thoughts. Incoming employees would have to comply

6 | Page
to RSEC's framework since the EBF had been obtained by RSEC. Because they were already
aware that it would interfere with their daily practice, the majority of the delegates were
opposed to this change. A uniform structure wasn't needed since the numerous offices were
working effectively for the personnel. Employees from the Sydney office were among those
affected by the change. Prior to the change implementation process commencing, these
representatives were not given the time they needed to prepare themselves and their families,
and to pass on any residual concerns they had. In response to the move, a huge number of
administrative personnel for customers were laid off. Those who refused to migrate were
likewise without a place to live. The incorporated unit was unable to perform its obligations
due to a high turnover of client support staff. Some of the administrator's recollections were
tinged with sadness because of the low resources and the small workforce. The change did
not happen as anticipated because of a shortage of people and the pace of the move. Since
this leads in an enormous quantity of work being rectified, it causes an even greater degree of
client unhappiness, which is why so much time is spent in Sydney preparing replacement
employees. Defintion and explanation of the issue Some serious issues have arisen because of
the necessity for an integrated framework. A new credit card was the catalyst for the whole
thing. To be fair, the acquisition was a good concept, however the procurement procedure
used was inadequate and could not benefit RSEC in any manner. In order to avoid raising
suspicions and ensure a seamless merger, RSEC withheld its desires from the delegates. It
turned out to be expensive for the organization even though the administration could explain
why it did not invite its representatives.

Current management
Organizational culture, when applied to a company, refers to the collection of values, beliefs,
and attitudes held by the organization's employees. These are the procedures that an

7 | Page
organization employs in order to conduct its operations. People who work in an organization
often pause to consider their own actions and how they connect to the realities of the
organization. When it comes to learning how people behave in the workplace, the most
effective method is to observe the culture of the organization. In the absence of a company's
culture, it would be impossible to carry out its day-to-day business activities. The corporate
culture of a given organization has an influence on the management of that organization's
operations. As a result, any influence that has the potential to produce a shift in an
organization's culture has a negative impact on the capacity of the management team to
perform effectively and efficiently. Modern firms, on the other hand, must work in a
continually changing environment that is always evolving in order to survive and thrive.

Management led by changes

Involving representatives early in the process was critical to ensuring a seamless transition to
the new environment and the achievement of focused, integrated competencies. Because of
this, it was thought that the board would follow a set of rules in order to be successful.
According to meeting minutes, board members were making judgments on how to integrate
these important competencies even before the merger had been finalized (Tiamnara, Madan
and Malisuwan, 2015). This job was chosen by an administrator who would be in charge of
developing business frameworks and reporting directly to the company's board of directors,
among other things. Following the search, it seems that the manager of business frameworks
have the requisite knowledge and skills to carry out the alteration. – The board of directors
considered this acceptable since the administrator had collaborated with the board on a
transition plan and they felt he was qualified to oversee the process of implementing new
technology (PHIPPS-TAYLOR and SHORTELL, 2016). The board was so eager to put the
new reforms into effect that it fired a large number of individuals as soon as the framework

8 | Page
was completed, and then again while attempting to put them into effect in the following
months (Mento, Jones and Dirndorfer, 2002). Because the board has confidence in the
framework's ability to succeed, the board has chosen to cut the expenses made as a
consequence of the framework's implementation. As a consequence, the company's board of
directors decided to fire a number of skilled individuals, ultimately leading to the
organization's dissolution. A few incidents were pushed upon the board of directors, but the
ramifications were disastrous for our company's reputation. Although management makes
every attempt, the unintended consequence is that the organization operates inefficiently as a
result of a lack of resources and a poor communication diversion, despite their best efforts.
Take a look at the following alternatives: Here, the research attempts to give some
explanations for the RSEC association and their acquisition of EBF, but it falls short of its
objective. In general, the purchase represented a significant step forward for the company.

Suitability for organizational context

The board's first objective was to narrow down on key capabilities and adopt frameworks that
would position them as a major player in the industry, which they accomplished. In order to
determine what is driving your manufacturing expenditures and how you may reduce them
while still maintaining high standards for your brand and customer service, you may want to
consider hiring an expert to help you (Rizan and Das, 2018). Advisors are well-versed in the
subject topic and can assist the administration in making educated judgments on the issue. It
is possible that the expert has accomplished this by presenting their findings and identifying
what actions to take in order to become cost drivers while also boosting administration
delivery. The organization should have started by investigating whether or not the structure of
the two organizations was favorable to their respective growth and development. The change

9 | Page
was authorized, and the company was allowed a year or more to evaluate if it was acceptable
before putting the unified structure into full operation across the organization.
The culture of the organization is the most influential aspect at work. As a result, it is very
difficult to break long-standing behaviors in a corporate setting. As a consequence of these
transformations, organizational operations will need to shift as well. Going through an
organizational change will inevitably result in the disruption of an organization's cultural
values and norms (Jones, Roberts and Chonko, 2000). The fact that businesses operate in an
ever-changing environment needs the implementation of strategic change management. As
the external environment changes, so too does the strategic direction of a company's
operations. The strategy of the organization shapes the goals and objectives of the
organization. In order for personnel and management to effectively carry out their
obligations, strategies must be used by the firm. They assist businesses in achieving their
stated aims.
External circumstances that have an impact on the way firms run need organizational
transformation. Companies are often forced to make adjustments to their operations as a
result of the forces of change in order to stay competitive and maintain their track records of
success(van Valkengoed and Steg, 2019). Consequently, they are better equipped to absorb
the stocks of these personnel and continue their operations without interruption (Winn, 2000).
If you find yourself in a circumstance where you need to make adjustments, it isn't only
because something is occurring outside of your control that is to blame. Effective leaders
have mastered interpersonal and negotiating communication (O'Loughlin, 2011). They should
have HR, financial, and conflict resolution abilities. Leaders must also be transparent, honest,
and trustworthy. Employees must be driven to implement change effectively. The leadership
of a firm helps its employees achieve their goals by recognizing their own role inside the
organization. Leadership styles are determined by culture and intended change. Change

10 | Page
management need transformative leaders who can adapt to the situation. A transformative
leader inspires and facilitates change. Leaders might be employee- or job-focused. An
employee-focused leader strives to meet the needs of employees in order to accomplish
organizational objectives and goals.
Before making a final choice, organizations must first evaluate and study different
frameworks, both within and outside, before making a final decision. If RSEC had prepared
ahead of time, it is possible that they might have come up with a different solution to their
problems (Morton and Holden, 2018). Customer service mentors may be hired by the
business to help its executives and representatives in gaining the knowledge and skills
necessary to give first-rate customer care to their customers. It is possible for a firm to learn
and plan to thrive despite intense competition in the industry. In addition, the mentors have
completed their research and are up to date on the current status of the market's needs
(Morrow, 1997). The rigorous preparation that went into the organization's achievement may
have had a significant role in its success. Proposals Given these factors, RSEC has
determined that the best suitable action for the time being has been taken. The change of the
association must include all of its members if it is to be a success. The association will be
able to go forward as a single entity, avoiding hurdles to change and, as a result, reducing the
likelihood of disaster. Having limited its protection against change, the association would
have been able to reduce employee turnover and retain its most talented members in the
process.

Recommendations
Prior to the installation of new technologies, as well as during and after their adoption, it is
critical to build an effective and open communication channel with the general public. When
executing a change, it is critical to communicate clearly and effectively. With the use of good

11 | Page
communication strategies, we make every effort to keep tension and conflict to an absolute
bare minimum (Chow, 2014). It is feasible to bring about organizational transformation by
using an open communication channel that permits data to be sent in and out at the proper
moments. A new framework is established, and any questions or concerns the participants
may have about it, as well as any anticipated adjustments, are addressed to them before they
are taken into consideration (Cross and Davies, 2017). The organization's board of directors
sought the aid of an expert in the field of association reform to supervise the whole process,
which was granted. Advisory services provide executives with the master data that is
essential for the proper implementation of an improvement use method, therefore assisting
them in their decision-making. If a change in an organization is possible, the technique that
will be followed to bring about the change in the organization will decide whether or not the
change is possible. All workers must have a positive working connection with their
supervisors in order to be successful (Winn, 2000). Before, the human resources
administrator saw that the staff felt underappreciated and lacked the necessary drive and
desire to carry out their jobs efficiently (Blackler and Regan, 2009). Human resources
departments might provide incentives such as open-air preparation or seminars, grant cash
rewards or other forms of monetary compensation, or seek aid from advocacy organizations
in order to increase employee trust (Caldwell, 2012). The engagement of participants in an
active process, particularly more experienced members of the RSEC team, will result in
increased excitement and motivation as a consequence of their involvement. In order to
guarantee that revenue is retained over time, organization lab operators must rely on
professional hands-on trainers rather than individual personnel to conduct their operations.
Execution Putting changes into action must be successful and effective if the organization is
to accomplish its objectives (Franklin, 2004). Those who will be affected by the change,
whether directly or indirectly, must be included in the process of implementation and should

12 | Page
be actively involved in the decision-making process. Consider the following scenario: The
association may have provided data to each employee half a month in advance to the change
management team in order for the proposals to be implemented.

Conclusions
Because change upends the status quo, motivating employees to embrace organizational
change will aid a firm in meeting its goals and objectives and achieving success. Workers
must be able to perceive the advantages of change through the perspective of their
supervisors and managers (Berg-Smith, 2004). Each and every person who has been impacted
by a beneficial change in an organization should be motivated by that change. Management
should encourage employees to embrace change by emphasizing the benefits that will accrue
to them as a consequence of a well implemented change program. Identifying what motivates
individuals at all levels of the business should be a top priority for management. When it
comes to inspiring employees to change, management may use either monetary or intrinsic
incentives to achieve their goals.

13 | Page
Bibliography
Alvin, G., 1997. Nothing so certain: The process and management of change in technical
services. Library Acquisitions: Practice & Theory, 21(3), pp.267-268.
Blackler, F. and Regan, S., 2009. Intentionality, Agency, Change: Practice Theory and

Management. Management Learning, 40(2), pp.161-176.

Berg-Smith, S., 2004. Practical strategies for motivating diabetes-related behaviour
change. International Journal of Clinical Practice, 58, pp.49-52.
Caldwell, R., 2012. Systems Thinking, Organizational Change and Agency: A Practice
Theory Critique of Senge's Learning Organization. Journal of Change Management,

12(2), pp.145-164.

Chow, A., 2014. Leading Change and the Challenges of Managing a Learning Organisation

in Hong Kong. Journal of Management Research, 6(2), p.22.
Cross, T. and Davies, G., 2017. Leading and Managing Change in Contracting and

Acquisition. SSRN Electronic Journal,.

Franklin, P., 2004. Problematics in management theory and practice. Strategic Change, 13(7),

pp.383-404.

Jones, E., Roberts, J. and Chonko, L., 2000. Motivating Sales Entrepreneurs to Change: A
Conceptual Framework of Factors Leading to Successful Change Management
Initiatives in Sales Organizations. Journal of Marketing Theory and Practice, 8(2),

pp.37-49.

Jones, E., Roberts, J. and Chonko, L., 2000. Motivating Sales Entrepreneurs to Change: A
Conceptual Framework of Factors Leading to Successful Change Management
Initiatives in Sales Organizations. Journal of Marketing Theory and Practice, 8(2),

pp.37-49.

Mento, A., Jones, R. and Dirndorfer, W., 2002. A change management process: Grounded in
both theory and practice. Journal of Change Management, 3(1), pp.45-59.
Morrow, L., 1997. Technical Services Management, 1965–1990: A quarter century of change
and a look to the future: Festschrift for Kathryn Luther Henderson. Library Acquisitions:

Practice & Theory, 21(1), pp.97-98.

Morton, B. and Holden, R., 2018. Conversations About Change: Leading and Managing
Change at CaseX. International Journal of Human Resource Development: Practice,

Policy & Research, 3(1), pp.59-72.

14 | Page