Sir Marshall

In case study 9 transitioning to new a Leader, shows that Dr. Marshall is laid back and social administrator/ manager, liked by peers, had a wonderful relationship with his staff. Dr. Marshall had been Director for over 10 years and had become very comfortable in his position. What I gather from this case study is Dr. Marshall did not like change, especially since things have been working fine over years. As leaders, you must stay up to date on economic changes in the health care environment” (Buchbinder, 2014). During his leadership at St. Gerard financial surgery center over years financial statements was not closely monitors, the quarterly or annual reports must have shown operations, financial standing, at risk.

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

To what extent was William Marshall’s life as a knight different from other knights of the time? Invariably it was not that much different than those of his peers until his later life. The one thing that set him apart from other knights was his fierce dedication to loyalty.

The intent of the proposal is to address the case brought forward to our organization concerning “The Young Change Agents,” at Price Waterhouse (PW) who later merged with Coopers & Lybrand. It is my understanding that the platform to address the need for change in the organization plummeted with three young pioneers (Shaw, Middleburg and Sgaralgli) recognized a need for change. Prior to Shaw and Middleburg arrival to PWC, they had an opportunity to work in a well-known student organization AIESEC. In their tenure at AIESEC life was different, as Shaw recalled while operating as the president of the national organization in New Zealand division; he recognized that AIESEC focused on developing his leadership skills by focusing on such programs as skills, attitudes, values and cultural understanding. Furthermore, he noted that his transition to PwC led to a lower echelon, and it was difficult to transition from the president to a staff member. PwC also had a high spending budget for stationery compared to New Zealand AIESEC. Moreover, the technology was not up to par for such a large cooperation. (Jick & Peiperl, p. 463) Shaw and Middleburg later partnered with Sgaralgi to fight the deficiencies that they saw in PwC. They created a force that focused on overhauling the existing values at PwC. They approached each situation, manager and employee one step at a time. Expecting nothing in return, but only to share their message on the new

     Another aspect that Leonard Wong touched on was that because our country is in war this is the reason why so much adaptive leadership is being produced. The war in Iraq is very complex and therefore requires leaders to step out of the box and make decisions on the fly. While in garrison leaders are in a sense hindered due to complex issues such as personnel, logistics, or training exercises. All these things are very necessary and help prepare the U.S. Army for situations they find themselves in over in Iraq. However, just like basketball or any other sport some might say “practice makes perfect” but it is argued that true experience comes during game time. When situations are not simulated and it requires you to think on the fly and adjust to any imperfections you might find in your team. This is the same case for post war Iraq. We are putting leaders in leadership positions and developing the skills they have been taught and trained on constantly day after day in garrison.

If managers cannot adapt a leadership style when required then staff will become unengaged and have low morale. Not recognising their own role in the organisation or the vision of organisation and where it wants to be.

The case deals with two major transformational organisational changes that take place within a span of 5 years in Marconi PLC. The first change process was under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was under performing, had a rigid structure, lacked a clear vision and the employees had become change averse and complacent. To recharge the company Lord Simpson lead a change process with a clear vision with a growth oriented strategy, acquisition and a cultural change process for the employees. To motivate the employers to embrace the cultural change he introduced an attractive stock option plan.

Change management is relevant as though the research finds that change is taking place at an ever-increasing pace, the evidence suggests that most change initiatives fail. For example, recent CIPD research suggested that less than 60% of re-organisations met their stated objectives which are usually bottom line improvement. This is consistent with other published research.

How was the accompanying reading, “Re-Energizing the Mature Organization,” germane to the case on British Airways?

One of the errors made by Mr. Smith was a lack of communication, which could have curtailed the skepticism my team and I displayed (Wittig, 2012). Another error of Charles was not being clear in his intentions RM from an operational division to one that is administrative. According to Bevan (2011), adding clarity to his objectives for change would have added support to his efforts. He later went on to apologize for not explaining his rationale behind the changes being made, and expressed that the changes were to improve an already effective RM operation by making it even more effective. His response supports the notion that executive leadership views change as an opportunity to improve our operation by embracing new

The purpose of the change process was to provide the efficient use of staff and resources. British Airways Senior management 's approach to change was planning and having the operational level implement policies that affected the employees without employee input. Using the organizational development approach a key issue was employee involvement, the more involved in the change process members of the organization are the more likely they will be to accepting the change. The lack of employee involvement caused the employees to rebel and strike.

All management levels of BA should engage in the task of eliminating waste, which is time consuming and continually nurtured. This can be efficiently implemented through the creation of a change management team that is a combination of Internal and External change agents. This team would gain the necessary synergies that can address the internal issues and develop the skill-set required to improve productivity.

In the reading “Re-energizing the Mature Organization”, the authors provide several stages that organizations can approach in order to achieved success in organizational change. The case of British Airways, can be related to this article because the company went through the changing challenges that allowed the organization to overcome the idea of failure. BA understood that in order to increase sales and remain competitive, they had to develop new strategies and concepts that would re-energize the company. Mr. Colin Marshall, Chief Executive of British Airways, took the responsibility to grow and re-stablish the costumer services department. As a leader, he provided tools that allowed employees to connect with

There is the absence of a BSPM (Balanced Scorecard Programme Management) approach for leading and managing the organisation in terms of translating the strategy to operational terms, aligning the organisation to create synergy, making strategy everyone’s everyday job and most importantly, mobilising change through executive leadership.

Reference is made to an article which I recently read pertaining to (Why Do Employer's and Employees Resist Change, 2008) this article speaks about “Change and ways in which they believe how much management isn’t working as it should.” In a telling statistic, leading practitioners of radical corporate reengineering report that success rates in Fortune 1,000 companies are well below 50%; some say they are as low as 20%. The scenario tends to be all too familiar in many cases. Company leaders talk about total quality management downsizing, or customer value. Determined managers follow up with plans for process improvements within customer care service, manufacturing, supply chain management and for new organizations to fit the new process innovations. Whether facing an immediate crisis or pursuing a new long-term vision, leaders can overcome their employees resistance to change by redefining their personal compacts as a result of the company accomplishments.