Organizational Changes
QUESTION 2
Leadership is one of the key contributors to overall organizational performance as well as change. One of the leading roles played by leadership in organizational change is that; it clearly understands the problems faced by a particular organization. Leadership also supports the right change efforts during an organizational change (Miller, 2008). In the event of organizational change, leadership is very vital as it prepares and puts in place the right measures for dealing with crises that may arise in the organization.
One of the appropriate leadership is the transformational leadership model. This model of leadership can transform the leader as well as the follower. The discursive leadership model is essential in a time of change. In this model, leadership is socially constructed via interactions among actors in an organization.
During a planned change, the different models would advocate different kinds of leadership communication. Transformational leaders make a relationship between leaders and followers that aid followers attain their full potential and have the ability to transform the leader as well as the follower. In the discursive leadership model, leadership is attained through interaction with others.
QUESTION 3
Leadership is a language game in that leaders have to frame their communications with different segments of the organization to enhance organizational communications.
Leadership is also a process of managing meaning in that it defines the language game being practiced. Leadership is exemplified by framing ideas as well as suggestions in such a manner to bring in followers without estranging others in support of a change in an organization.
Communication content, as well as style, affects this language game since the structure and delivery of a message indicates a portrait of meaning (Miller, 2008). Leaders utilize language as a tool to communicate efficiently in organizations that can drive or launch their position to a level that benefits them.
SUMMARY
Noble corporate stories can play a vital role in creating the loyalty of employees as well as enhancing programs of corporate social responsibility. This can be attained by maximizing the probability that workers will efficiently support the claims of responsibility of a company. When PMC wanted to reposition itself, the company conversed to its workers a multifaceted corporate narrative. The corporate narrative tried to elide inconsistencies between the old as well as the new company’s stories. Some features of the narrative were manifestly untrue like the claimed steady progression of the company’s beliefs on the dangers of cigarette use when the company had realized for 50 years that it had instigated illness and demise. Another internal narrative feature of PMC is its dependence on YSP as proof of its responsibility. This aspect seemed dishonest, considering that PMC discharged most of its workers’ proposals for operative means to minimize smoking among youths. Thus, in generating its new corporate tale, the company deluded its staffs as well as the public.
The company’s new narrative may not have wholly persuaded workers in the initial three years after it was introduced since some expressed confusion as well as skepticism, specifically concerning responsibility as an essential narrative element. However, the narrative thrived in forecasting the outcry of the public as well as reassuring workers. The company’s main tobacco business remains virtually unmoved since the 1990s turbulence. According to a report by US Surgeon General, there is a need for unending discursive struggles to interrupt the new narratives of tobacco companies like PMC and others in order to move towards a tobacco endgame. One of the vital disruptive elements is the focus on the deception in the industry. In the United States, the California tobacco control program is one of the country’s greatest effective in minimizing smoking commonness as well as denormalizing tobacco (McDaniel & Malone, 2015). The program has “the tobacco industry lies” as one of its themes. Since the federal court ruling made in 2006 that PMC, as well as other tobacco firms, had cheated the community on the connection amid smoking and ailment, employees in tobacco companies sensed fundamental contradiction. These workers recognized the inconsistency between the narrative of new responsibility and the progressive upgrade of hazardous products.
References
Miller, K. I. (2008). Organizational communication. The international encyclopedia of communication.
McDaniel, P. A., & Malone, R. E. (2015). “What Is Our Story?” Philip Morris’s Changing Corporate Narrative. American journal of public health, 105(10), e68-e75.