Manning G Curtis K 2019the Art Of Leadership6th Ed Ny ✓ Solved

Manning, G., & Curtis, K. (2019). The art of leadership (6th ed.). NY, NY: McGraw-Hill Education. As we near the completion of the course, we have to step away from the fun topics, and get into the practical application of the hard stuff. When you think of organizational change, what comes to your mind?

Our textbook describes change as everything that we must do differently in the future. And if you think about it, there are many instances in which change is difficult or uncomfortable. Growing pains are real, and not just for a 10-year-old. Growing pains can be experienced in our workplace as well. You may see things like decreased morale, frustration, and a dip in employee performance.

These negative outcomes are partly why it's vital for leaders to know how to effectively manage the change that their organization is undergoing. But what does organizational change look like? Is it a change in how you cash-out customers, or perhaps these is an adoption of a new method for recruiting and training new personnel? Or maybe the director of social services is retiring and the hospital is on the lookout for a replacement? Change is all of these things.

Our text outlines four major types of change that an organization may experience. As you can imagine change can cause stress in employees. It can be very difficult for middle management because they are squeezed between the isolated top management, and the resistant frontline employees. Take a look at the infographic to better understand isolation, feelings of being squeezed, and resistance to change. The above image shows us why it's important to have someone orchestrating the change management process.

But as a change manager, how are you supposed to guide the process to keep morale from plummeting, and people from becoming angry? Do you remember what morale is? It's the level of enjoyment and organizational commitment that your employees feel. Guiding Change Our textbook outline provides us with 7 steps to effectively manage change in an organization. Manning and Curtis suggest that we should do the following: 1.

Have a good reason for making the change. 2. Personalize the change that you are implementing. 3. Implement the changes thoughtfully.

4. Put a respected person in charge of coordinating the change. 5. Tell the truth. 6.

Wait patiently for the results. 7. Acknowledge and reward people. The 8-Stage Process for Creating Change: 1. Establish a sense of urgency.

2. Create the coalition that will guide the change. 3. Develop a vision and strategy. 4.

Communicate the Change Vision. 5. Empower broad-based action. 6. Generate short-term wins.

7. Consolidate gains and produce more change. 8. Anchor the new approach in the culture. Briefings: These briefings are breaks in your weekly reading, and your responses to them will be turned in as a final "Briefing Portfolio" in the last week of the course for a grade.

Download the Briefings document from the Files section of the course and read over the briefing questions for the week. While I encourage you to think about all of the questions, you will only need to record your responses to two questions per week for your final Briefing Portfolio submission. You can write your responses to these questions on the template provided. After responding each week, save your answers (and the document) to your computer as you will need to turn this completed document in at the end of the course. Briefing: 1.

What are some things that a leader can do to encourage their employees to adopt structural change? 2. What is the best way to "Create a coalition" to guide the changes that you want to implement? 3. What are some practical ways to communicate with employees when you need to implement change?

Managing Your Team Let's assume that your employees have adopted the change. Let's assume that you are moving forward with your organizational changes and then you start experiencing difficulties with worker performance. This section of the lesson reiterates information from your textbook teaching you how to plan performance development and evaluation, how to coach your employees, and how to correct substandard performance. Click through the below to further your understanding of managing performance. Amy was a mental health assistant at one of the largest private hospital in the country.

Amy was trained by a mental health assistant who had been with the hospital for 20 years. Amy got to work 10-15 minutes before her shift for 2 years. She clocked in before her shift started. She received one performance review in her two years there. Around the end of Amy's tenure, a charge nurse passive-aggressively stated that everyone, each shift, was supposed to be there 30 minutes before the reported clock-in time.

Amy was mortified. Ultimately, Amy's director scolded her for her lack of dedication to her job. For many years, Amy assumed that she was performing above her work requirements. In fact, Amy had received service excellence awards, and was used as an example to incoming employee orientations. What went wrong in this situation?

Here are a few things: 1. Amy's behavior, that was inconsistent with the organization's vision and goals, was not properly evaluated. 2. Amy wasn't properly trained on when to clock in. 3.

Amy didn't receive consistent performance reviews that outlined the deficiencies in her performance. 4. Amy was never coached on how to meet her performance expectations. This scenario may ring true of some of your own experiences. Can you imagine working for a leader who never assessed your performance?

How would that make you feel? Do you think that you would be relaxed, or anxious about your job performance? Now imagine that one day your boss pulls you aside and presents you with a long list of grievances about your performance over the past year! Would this catch you off guard? Would you feel confused that these issues weren't addressed sooner?

Or how about this example: you learn that your dry sarcasm has been rubbing your coworkers the wrong way. We can assume that this would be upsetting for most of us. Did you feel that you could have saved everyone a lot of grief if you had been told and coached sooner? Briefings : These briefings are breaks in your weekly reading, and your responses to them will be turned in as a final "Briefing Portfolio" in the last week of the course for a grade. Download the Briefings document from the Files section of the course and read over the briefing questions for the week.

While I encourage you to think about all of the questions, you will only need to record your responses to two questions per week for your final Briefing Portfolio submission. You can write your responses to these questions on the template provided. After responding each week, save your answers (and the document) to your computer as you will need to turn this completed document in at the end of the course. Briefing: 1. When managing performance, which area do you struggle with the most: planning, coaching or correcting?

2. Why do you believe that you struggle with this area of performance the most? 3. Which area of performance do you believe is most critical for success? Improving and Sustaining Performance The last chapter of this section focuses on improving and sustaining performance that meets and/or exceeds the standards the organization/group/program is expecting.

But as a leader, how do you practically maintain above par performance? We must first improve performance that is lackluster. Our assigned textbook makes a very important case for how to manage performance. The authors suggest that the leader must know the difference between statesmanship, entrepreneurship and innovation. To learn more about these three important areas of performance click the tabs below: Our text says that in order to improve your performance, you have to do the following: 1.

You have to want to perform at your best! 2. You have to know which behaviors represent statesmanship, entrepreneurship and innovation. 3. You have to apply principles and practices to perform those behaviors. As you prepare to complete the discussion questions, be sure that you ask yourself the following questions: · Am I willing to improve my own performance before I require increased performance from my employees? · Do I exhibit the traits that make people comfortable when I seek to correct problem behavior?

Paper for above instructions

Managing Organizational Change: A Leadership Perspective

Organizational change is an inevitable part of any business landscape. As organizations strive to adapt to market demands, regulatory changes, technological advancements, and workforce shifts, leaders must navigate the complexities of transition. In their book, The Art of Leadership, Manning and Curtis (2019) articulate that change can manifest in various forms—from minor procedural adjustments to significant shifts in structure or personnel. This essay will explore effective change management strategies leaders can implement to mitigate employee resistance and enhance morale during periods of change.

Understanding Organizational Change

Organizational change encompasses numerous elements, including structural changes, technology adoption, process modifications, and cultural shifts. It can elicit a range of employee responses, from enthusiasm for new opportunities to anxiety over potential threats. This complexity underscores the responsibility of leaders to initiate and guide change thoughtfully.
As Manning and Curtis suggest, understanding the various types of change—such as strategic, structural, procedural, and cultural—can help leaders tailor their change management efforts. The emotional reaction of employees to change often correlates with how it is introduced and communicated (Manning & Curtis, 2019). This leads to the realization that leaders play a crucial role in signaling how change will unfold.

Encouraging Employees to Adopt Structural Change

To enhance the likelihood of employee buy-in during structural changes, leaders can take several steps:
1. Clearly Define the Rationale: Effective leaders must articulate a compelling reason for the change (Kotter, 1996). Employees are more likely to accept changes they understand and perceive as beneficial.
2. Engage Employees Early: Involving employees early in the change process fosters a sense of ownership and reduces resistance (Armenakis & Bedeian, 1999). This can be achieved through surveys, focus groups, or initial discussions about proposed changes.
3. Personalized Communication: Tailoring communication strategies to various employee demographics can make the message more impactful. For example, utilizing different platforms for communication—meetings, emails, and informal discussions—can help reach a broader audience (Cornelissen, 2017).
4. Empowerment and Education: Providing employees with the necessary resources and training to navigate new structures can alleviate concerns (Cummings & Worley, 2014). When employees feel equipped to handle changes, their confidence and morale tend to increase.

Creating a Coalition for Change

Building a coalition is a crucial step in managing change effectively. A coalition represents a group of influential stakeholders who endorse and support the change initiatives. Here are strategies to create an effective coalition:
1. Identify Key Influencers: Leaders should seek out individuals who possess expertise, credibility, and respect among employees. These individuals are more likely to advocate for the change and help persuade others to follow.
2. Foster Open Communication: Members of the coalition should maintain open lines of communication, ensuring that they are on the same page regarding goals and strategies (Schein, 2010). Regular meetings can help reinforce the coalition’s commitment to leading the change.
3. Shared Vision and Values: Creating a collective vision that resonates with the workforce helps coalition members articulate a unified message. This shared vision can galvanize support for the change process (Kotter, 1996).
4. Recognize Contributions: Acknowledging the coalition’s contributions will empower its members and encourage them to take ownership of the change efforts. Recognition can range from formal awards to simple public acknowledgment (Manning & Curtis, 2019).

Practical Communication Strategies During Change

Effective communication is paramount to successfully navigating organizational change. Leaders can adopt various strategies to ensure clear and consistent messaging:
1. Frequent Updates: Regularly updating employees on the progress of change initiatives keeps them informed and engaged. This could include weekly newsletters, team meetings, or dedicated Q&A sessions (Rogers, 2003).
2. Two-Way Communication: Encouraging feedback creates a dialogue between leaders and employees. This participation can foster trust and mitigate feelings of uncertainty (Clampitt, 2016).
3. Use of Visual Aids: Infographics, charts, or presentations can help convey complex information in a simpler format. Visual aids can clarify changes and aid understanding (Schroeder, 2016).
4. Communicative Leadership: Leaders should model transparency and authenticity in their communications. Sharing personal stories about adaptation and change can humanize the leadership experience and foster relatability.

Sustaining Performance Post-Change

Once change is implemented, sustaining momentum is vital to capitalize on the benefits of new structures or processes. Leaders can take the following actions:
1. Performance Measurement: Establishing clear metrics for evaluating performance post-change ensures that the organization remains aligned with its goals (Kaplan & Norton, 1996). Regular reviews enable timely adjustments if targets are not being met.
2. Continuous Feedback Loop: Creating a culture of continuous improvement encourages ongoing feedback and iterations of the change process (Bessant & Caffyn, 1997). This collaborative environment promotes innovation and responsiveness.
3. Reward Success: Acknowledging team and individual successes reinforces desired behaviors and encourages continued contributions (Manning & Curtis, 2019). Rewards can be both intrinsic (recognition, opportunities) and extrinsic (bonuses, career advancements).
4. Anchor Change in Culture: For changes to be lasting, they must be integrated into the organizational culture. This can be achieved through training, revising policies, and aligning new values with existing practices (Schein, 2010).

Conclusion

Navigating organizational change is a multifaceted challenge requiring thoughtful leadership and strategic communication. By clearly articulating the rationale for change, engaging employees, and fostering a supportive coalition, leaders can effectively manage resistance and enhance morale. Additionally, sustaining performance post-change is essential for long-term success, necessitating an ongoing commitment to feedback and recognition. Ultimately, navigating organizational change is not merely about implementation; it is about evolving the organization while preserving its most valuable asset—its people.

References

1. Armenakis, A.A., & Bedeian, A.G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293-315.
2. Bessant, J., & Caffyn, S. (1997). Developing inventive cultures: A review of the literature. International Journal of Technology Management, 14(1), 112-130.
3. Clampitt, P.G. (2016). Communicating for managerial effectiveness: Problems, strategies, solutions. SAGE Publications.
4. Cornelissen, J. (2017). Corporate communication: A guide to theory and practice (4th ed.). SAGE Publications.
5. Cummings, T.G., & Worley, C.G. (2014). Organization development and change (10th ed.). Cengage Learning.
6. Kaplan, R.S., & Norton, D.P. (1996). The balanced scorecard: Translating strategy into action. Harvard Business School Press.
7. Kotter, J.P. (1996). Leading change. Harvard Business Review Press.
8. Manning, G., & Curtis, K. (2019). The Art of Leadership (6th ed.). McGraw-Hill Education.
9. Rogers, E.M. (2003). Diffusion of innovations (5th ed.). Free Press.
10. Schein, E.H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.