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Essay / Research Paper Abstract
This 5 page overview looks at the subject of organizational change and how management can ease transitions in the workplace. Solutions center around effective communication and bridging gaps between upper management and lower level employees. Free 1 page outline included. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: D0_Leadchan.doc
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Unformatted sample text from the term paper:
Changing Terminology A)A manager should change metaphors used to describe organizational culture 1)one should think of a work environment as a model of living systems a)orchestra b)baseball team c)reef
2)one should not think using old paradigms a)clock b)engine 3)Supervisors should be called team leaders III. Avoiding communication breakdowns A)Managers and employees view change differently. 1)Upper management sees
change as challenging. 2)Most employees view change as disruptive 3)Example of how a secretary feels during a hypothetical move. B)Open communication can create substantial gains C)Leaders must undergo
their own evaluations. D)Natural horsemanship approach is explained. IV.Assessment of Organization is important prior to change. A)An organization should be ready for change. B)Problems usually stem
from two things 1)personality conflicts 2)organizational problems C)Change must be two-fold 1)transformational 2)transactional V. Conclusion Effective communication, up and down the corporate ladder, is key to
resolving problems before they erupt. Implementing techniques shown can thwart potential problems and leave more time for other organizational activities. Organizational change in firms is commonplace
in the nineties. In order for managers to stay on the cutting edge, they must know how to adapt to such changes and bring their workers through environments before, during
and after transitions take place. Thus, leadership is critical during times when there is change in an organization. There are other managerial issues as well. Goman (1997) explains
that a restructured work force often feels unsettled and skeptical; employees are not sure that the current change is the answer to meeting the challenges of the future. It is
often the case that employees wonder if management knows where the organization is heading (1997). Goman suggests the first step a manager may want to take to energize a restructured
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