What do you feel are the causes for the lack of management effectiveness you are experiencing?
From the analysis of the case presented above, it evident that management ineffectiveness is a result of employee resistance to organizational change. The employees are not receptive to the change in management as well as the associated organization changes presented by the new administration. Unfortunately, having employees resistant to change has resulted in low productivity, poor customer service, and absenteeism.
Several factors cause resistance to organizational change, such as connections to the old system, low trust, poor communication, and changes to routine, among others. Employees may find themselves connected to the old system, and due to these emotional connections, it may be difficult for them to change into the new system. In this case, it is evident that they still have attachments with the previous system as the employees tend to be more open with the former line manager of the old system. Employees may also resists because they have low trust in the administration of the new management and believe that the new system is incompetent. It explains why they are relatively slow to adopting change developed by the new management. Another factor that contributes to resistance is poor communication, the employees are finding it challenging to communicate with the current administration, and although they are cooperative, they are hiding their concerns about the organization. Employees may also be finding it challenging to change from their routines, and they feel secure in their comfort zones, which also makes them more comfortable with discussing their opinions with the former line management. The resistance to change causes a lack of management effectiveness as there is a lack of cooperation from employees. Given this challenge, there is a need to create a communication management plan that would help employees adjust to the change process resulting in confidence in the new management.
Question 2
Based on your qualifications and experience, what personal power strengths and or/weaknesses do you bring to your new plant manager position? Is there anything you can do to increase your power and influence?
Personal power is based on individual competencies and relies on concepts such as professional capabilities, own characteristics, commitment, and behavioral traits. Based on my qualifications and experience, I believe that I have the following strengths, include critical thinking, intelligence, communication skills, respectfulness, and open-mindedness. My bachelor’s degree in environmental science and my master’s degree in Mechanical engineering have strengthened my critical thinking skills. I am capable of differentiating different situation and offer coaching and counseling where is needed to help employees tackle challenges in the organization. My educational qualification has also improved my intelligence, and I am capable of presenting rational arguments that show my objective point of view on different issues. From my experience, as a vice president at Dynica Software Company, I have learned to develop adequate communication skills. It is evident in my capabilities of listening to employees and understanding their problems before presenting them with appropriate feedback or response that helps solve the problem. Another quality I have acquired from leadership experience is respectfulness. I do not talk down and others, and even when employees are wrong, I ensure that I correct them in such a way that helps safeguard and strengthen our interactions. My experienced has also shaped me into an open-minded individual. Although I may have strong opinions on issues, I still provide others with the opportunity to share their opinion, which I take into consideration, whether I agree or disagree.
Although I have the necessary qualities to become a successful leader, there is always an opportunity for improvement. I can enhance my power and influence by increasing my flexibility and visibility. Flexibility increases my versatility and adaptability for particular tasks and decision making. It increases my authority and influence, as employees would appreciate the consideration of their unique capabilities resulting in collaboration and collective efforts towards organizational success. I can increase my visibility by promoting the development of different talents and abilities among employees. I can also enhance open communication between the management team and employees, which improves my visibility by creating connections with employees.
Based on the current situation, how might you use the three influencing techniques to be most effective in getting your management team on board with you? What can you do to quickly turn around the new plant and the career-threatening situation?
The three influencing techniques include retribution, reciprocity, and reasoning. Retribution involves actions that put pressure and coerce or threaten others to do as per one’s wishes and decisions. Reciprocity defines the exchange between people to develop a compromise. Reasoning involves the use of rational choices to appeal to personal values by presenting facts to allow others to understand your statements.
For retribution, I would promote quick and direct action by informing the management team about the perceived scarcity and time pressure to convince them to support my ideas of organizational change. For reciprocity, I would remind them of their obligations and commitment to the organization. Working with me implies that they are fulfilling their obligations to develop strategies for promoting organizational development. For reasoning, I would stress on goal attainment. The main concern at the moment is to realize the effective implementation of organizational change, and collective effort with the management team helps accomplish this goal within the appropriate time.
I would develop a change management plan to help turn the turn members of the organization around and to reduce the effects of the threatening situation. The proposal would help identify the causes of resistance and develop appropriate strategies to help change negative attitudes into cooperation. The approach may include promoting open communication and engaging employees within the change process.
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