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Case Study
Purpose:
Flexibility, adaptability, and responsiveness to the external environment is essential if organizations are going to survive and thrive in a rapidly changing environment. Therefore, leaders and managers must know how to implement change successfully in their organizations or departments in response to rapidly shifting conditions. The ability to respond to change is partially determined by an organization’s structure and culture, along with having the knowledge of how to implement change effectively. The purpose of this project is to examine your understanding of the roles and skills of managers and to build a set of skills that will help you understand how to implement organizational change strategies. Using a case study, you will be asked to demonstrate how motivation, relationship building, and trust affect organizational effectiveness as change is implemented.
Step 1: Carefully read the case study below.
Step 2: Comprise a 5-6 page paper (excluding the title page and reference list page) that includes ALL of the following points:
Research the concepts of organizational structure and change management and use this as the basis for creating your change management plan.
Research the concepts of motivation, trust, and behavior as they individually, and collectively, relate to the ability for leaders to create sound management relationships that ultimately lead to successful organizations; and the concepts of organizational structure and change management as they relate to the creation and implementation of a global organizational structure.
Apply your research on the concepts of motivation, trust, and behavior to the relationship-building issues identified in the case study.
Develop a forward strategy for leadership and management that focuses on relationship building, diversity and trust that will help the organization implement these new strategies.
Consider change management and global organizational culture as you develop your plan.
Explain the reasoning/conclusions behind your plan elements and support them with your research, class materials, and case-study facts.
INSTRUCTIONS ON HOW TO PREPARE THE SUBMISSION:
Carefully read the grading rubric for the assignment!
Check the instructions to make sure ALL elements of the assignment have been covered
Students are expected to use a variety as well as multiple course readings and research to support ideas, reasoning, and conclusions.
This assignment requires the use of, at minimum, 5 scholarly references/sources
Follow an approved writing style format such as MLA, APA, or Chicago style, and format guidelines to ensure that your final submission includes a Title Page, In-Text Citations, and a Reference List.
Paraphrase from relevant sources to show a greater understanding of the topics. Limit quotes, though when used explain their significance. Provide the page or paragraph number as appropriate. Note that a reference within a reference list cannot exist without an associated in-text citation and vice versa.
The analysis should begin with an introductory paragraph that clearly and succinctly explains what you intend to cover in the body of the paper.
The analysis should end with a conclusion/summary paragraph that clearly and succinctly explains what you covered in the body of the paper.
Third-person writing is required. Third-person means that there are no words such as “I, me, my, we, or us” (first-person writing), nor is there use of “you or your” (second-person writing). If uncertain how to write in the third person, view this link: https://www.quickanddirtytips.com/education/grammar/first-second-and-third-person .
Contractions are not used in business writing, so the expectation is that students do NOT use contractions in the assignment.
The paper must be double-spaced with 1-inch margins with 12 pt. font.
Submit the final project into the appropriate assignment submission folder by the due date.
Case Study
Ann McConnell is chief information officer (CIO) at Jackson Spice Ingredients (JSI), a large Maryland spice and food ingredient company. In an industry that has a large national market presence, yet is global in its need for raw materials, JSI is always looking for ways to increase productivity and speed things up while staying connected to its worldwide sources. The mission of the organization is “to profitably expand its global leadership position in the spice, seasoning markets while being good stewards of the environment.”
Two years into the job, McConnell suggested to company president, Charles Jackson, that it implement a new global organizational structure that is focused on divisions or geographic areas, thus enabling a stronger focus on local environments and sustainability. One of the first steps would be to reorganize the current functional structure and moving or hiring new managers for each of the new divisions. The new divisional structure will enable more of a focus on the local environment, thus assisting managements in understanding how they can impact each demographic area.
In a meeting with managers, Charles and Ann need to introduce the new strategies. They know that 3 of the 7 current managers will be reluctant to change to the new organizational structure and strategy. Charles and Ann need to consider what management strategies they will need to focus on how to get all the managers on board and they need to consider what management skills will be most needed to implement the new strategies.
Taking into consideration what you have learned the past few weeks on learning organizations, culture, and human capital, develop a strategy for leadership to use that will help management in their new roles and that will focus on the organizational vision and purpose.
Readings from course are below please use at least 3 of those and the others can be from the school library https://libguides.umgc.edu/home
Required Reading/Viewing Resources
Berry, J. (2022, June 17). Achieving competitive advantage through people. TimelessTime. White Paper. https://timelesstime.co.uk/knowledgebase/competitive-advantage-through-people/
Black, J. S., & Bright, D. S. (2019). Work motivation for performance. In Organizational behavior (Chapter 7). OpenStax. https://openstax.org/books/organizational-behavior/pages/7-introduction
Burroughes, L., & Grant, C. (2023, Summer). Managerial coaching as the foundation for building felt-trust and motivation among employees working remotely. International Coaching Psychology Review, Vol. 18 Issue 1, p45-57.http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=pbh&AN=169165978&site=ehost-live&scope=site
Bush, M. (2019, February 9). This is what makes employee happy at work [Video]. YouTube. https://www.youtube.com/watch?v=PYJ22-YYNW8
Deressa, A. T. (2019). Work motivation and its effects on organizational performance: the case of nurses in Hawassa public and private hospitals; Mixed method study approach. BMC Research Notes, 12, Article 213. https://bmcresnotes.biomedcentral.com/articles/10.1186/s13104-019-4255-7
Dignen, B. (2019). Motivate me! Business Spotlight, 5, 36–43 .http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bsu&AN=137156837&site=ehost-live&scope=site
Elliott, S. (2021). Creating value as a senior leader: Effective strategies to increase engagement, align with your employees, and achieve your organization’s goals. Chapters 9 & 11. Morgan James Publishing. http://ezproxy.umgc.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=2770912&site=ehost-live&scope=site
Morgan, J. (2019, September 17). The five trends shaping the future of work [Video]. YouTube. https://www.youtube.com/watch?v=-B2wcoXoOWY
Schwartz, J., Mayptmann, M., Roy, I., Van Durme, Yves. (2019, April 19). Talent mobility: Winning the war on the home front. 2019 Global Human Capital Trends. Deloitte Insights. https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/internal-talent-mobility.html
Velez-Calle, A., Mariam, M., Gonzalez-Perez, M. A., Jimenez, A., Eisenberg, J., & Santamaria-Alvarez, S. M. (2020). When technological savviness overcomes cultural differences: Millennials in global virtual teams. Critical Perspectives on International Business, 16(3), 279–303. https://doi-org.ezproxy.umgc.edu/10.1108/cpoib-01-2018-0012
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