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Overview

A brief over review of the case is about Pemancar an automotive part production company located in Peninsular Malaysia that change leadership takes place. In this case it shows you In order to be truly effective in leadership change there are five critical qualities that a leader must have.  A leader must be a Visionary; A leader must have Integrity, Honesty and Values; A leader must know how to properly motivate others; A leader must be able to lead change and finally, A leader must be able to lead a culture of change. It also shows Leading a change initiative is one of the most difficult tasks a leader can face.  It is a double-edged sword with many risks and opportunities.  For most leaders, managing a change initiative is a crucial role, but the responsibilities can widely vary depending on what type of change will be pursued. 

Thesis

            Leadership is applicable to all aspects as long there are group that are working together. A group must have a leader in order to have there is a systematic floe of organizations. In applying effective leadership into a certain institution like managing or running a school, there must be a leader who will guide the people in every thing they do and to have a systematic outcome.

Supporting Topics/Ideas

My supporting topics are my three take always from the case study. The three take a ways I got from this case is number one the processes, Business processes, including policies and procedures, and business rules, which are redesigned or realigned for new customers, or provide improved service to existing customers.

Number two is technology and how it is driven by process. Technology ensures greater organizational efficiency in implementing change. Last but not least number three is the people., those responsible for developing and implementing new processes, and specifying and using new technology.

Recommendations

1. Communicating information about changes with employees.  Uncertainty about management changes often creates fear for employees about their jobs and work environment.  Keep staff in the loop and invested in the process.  The change is never easy—people are accustomed to a leader’s management style, the team dynamics, work environment and expectations. Common Good Ventures helped to analyze the strengths, weaknesses and roles of existing management positions in the organization and offered guidance when additional staff training, restructuring, communication and team building were necessary.

2. Understanding that the new leader is not the same as the former.  New leaders can build on the organization’s successes, but should not fear developing their own leadership style and putting their fingerprints on an organization’s identity.  Board and senior team members should recognized that new leaders will need a little room to create their own way of doing things and fresh eyes can bring positive changes to an organization.  

Conclusion

Communicating change should be structured and systematic.  Employees are at the mercy of management to inform them of changes.  When there is poor communication and the rumor mill starts spreading rumors about change, it can create resistance to the change.  Being proactive in communications can minimize resistance and make employees feel like they are part of the process. Also once a change is planned, it is important to have good communication about the rollout and implementation of the change.  A timeline should be made for the implementation and should make changes in the order that affect the process and the employees who manage the process.

An effective timeline will allow for all new equipment, supplies or training to take place before fully implemented.   Implementing without a logical order can create frustration for those responsible for the work process.

References