there are 6 assignments i need all by saturday i am willing to pay 45 total the papers are not too long

Introduction

The paper is a case study on change leadership. By understanding the case one can understand the importance of change leadership. The paper can be used to teach others what change is and what makes a change leadership transition easy and what step should be taken to make a good leader. The paper will also help keep focus on what makes a good leader and how to become one. Useful recommendations for further research wand improvement will be made. A conclusion that summarizes the entire work and important points in the paper will be placed at the end of the paper.

Overview

The case is about Pemancar an automotive part production company located in Peninsular Malaysia and how change leadership took place to place the firm at its current position. In the case, leadership change is exhibited in order to enlighten readers on what it takes to be a true leader. For effectiveness in leadership change, there are five critical qualities that a leader must have.  A leader must have the following values: 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 (Carnall, 2010). It also shows leading a change initiative as 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 groups that are working together. A group must have a leader in order to have a systematic flow of work in the 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 everything they do and to have a systematic outcome.

Supporting Topics/Ideas

At Penanca, the managers the malay7sian management used the traditional total quality management and basically, they were used to the Japanese culture of performance. They undertook the Japanese team building concept and also the implementation of quality circles. When change faced the company, the situation was at first chaotic as the changes were not introduces in small doses. They were instead introduced simultaneously even when the employees were not well prepared for it. Among the changes that were introduced were product specifications, new product recipes and new production technology.

However, with the leadership of Denial, the organization increased in its performance. Accordingly, he relieved the employees of the workplace stress that had jeopardized their production and the company’s performance. The employees had worked under stress and had not been able to achieve their work targets that had newly been set. They had increased their worries entrenchment among other punishments. They were afraid that the tragedy would befall them without prior notice as it had happened on a number of employees. Danial set a goal that would sustain Pemancar’s operations and maintained a focus on the goals. The business processes, including policies and procedures, and businesses rules, were redesigned or realigned for new customers, or provide improved service to existing customers.

Technology was used and adopted to ensure greater organizational efficiency in implementing change. The people responsible for developing and implementing new processes were communicated to and the new technology got underway.

Recommendations

For an easy transition and smooth change, there should be effective communication of information about changes with the employees (McAuley, Duberley & Johnson, 2007).  Uncertainty about management changes often creates fear for employees about their jobs and work environment. To avoid that, a manager should 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. For instance, 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.

To overcome resistance to change, which was at first witnessed at Penmar, a way should be created to communicate with the employees concerning the change initiative. They should perhaps be regularly updated at the meetings. The new strategies should be made known to the groups. Each group member should be made to understand how the change will make their job easier and better. The goal of the new change to be embraced should be understood by each of the organization’s members.

To help bring an appropriate change in an organization, a sense of urgency on the need for change should first be created. That probably will ignite the necessary motivation needed to initially move things. The potential threats or difficult scenarios that could happen in future could be identified. The opportunities, which could be exploited, should be examined. Open discussions with the peers that will ignite talking and thinking about the issues should then ensue. A request will then be made for the stakeholders to support the argument.

A powerful coalition should be made to convince people that the change is necessary. That will be by identifying the true leaders within the organization and among the stakeholders. The people will then be asked for support and to work as a team. The weak areas in the team will be identified to ensure that the entire team is a good one.

A vision for change will then be created by the determination of the values which are central to change, developing a summary which captures what is seen to be the future of the organization, creating a strategy to execute the vision, ensuring that the change team can easily describe the vision and practicing the vision speech The vision will then be communicated, the obstacles removed, short term-wins created, build on the changes and instill them on the corporate culture.

The management should help the employees in understanding that the new leader is not the same as the former. The fact that, new leaders can build on the organization’s successes by adopting their own leadership style and putting their fingerprints on an organization’s identity as long as they maintain focus on the organizations objective, should be appreciated.  Board and senior team members should also recognizes 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.

The paper is a case study on change leadership. By understanding the case one can understand the importance of change leadership. The paper can be used to teach others what change is and what makes a change leadership transition easy and what step should be taken to make a good leader. The paper will also help keep focus on what makes a good leader and how to become one. Useful recommendations for further research wand improvement will be made. A conclusion that summarizes the entire work and important points in the paper will be placed at the end of the paper.

An effective timeline will allow for all new equipment, supplies or training to take place before fully implemented (Lussier & Achua, 2010).   Implementing without a logical order can create frustration for those responsible for the work process.

Reference

Carnall, C. A. (2010). Managing change in organizations. Harlow: Financial Times Prentice Hall.

Lussier, R. N., & Achua, C. F. (2010). Leadership: Theory, application, skill development. Australia: SouthWestern/Cengage Learning.

McAuley, J., Duberley, J., & Johnson, P. (2007). Organization theory: Challenges and perspectives. Harlow, England: Prentice Hall/Financial Times.