Week 7 The Leadership of Change PSY-565
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Apr 3, 2024
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Facilitating Cultural Change for Organizational Improvement:
A Strategic Plan for Enhancing Employee Morale, Productivity, and Performance
Joshua N. Schreck
Grand Canyon University: College of Humanities and Social Science
PSY-565: Industrial/Organizational Psychology
Dr. Thomas King
May 8, 2024
Table of Content
•
Introduction
•
Factors of Croup Dynamics
•
Conflict Resolution Strategy
•
Organizational Culture and Empowerment
•
Organizational Change Process
•
Change Leadership
Facilitating Cultural Change for Organizational Improvement
2
Table of Content (cont’)
•
Gaining Commitment
•
Dealing with Resistance
•
Disciplinary Action
•
Concerns of Discrimination
•
Addressing Adverse Impacts
•
Conclusion
3
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Introduction
4
Welcome, esteemed members of
the executive board
• We are honored to have the distinguished
members of the executive board with us today.
• Your presence signifies the importance of this
strategic presentation.
Strategic plan for cultural
transformation
• Our strategic plan aims to drive a profound cultural shift within the organization.
• Through innovative initiatives, we will foster a culture of collaboration and growth.
Factors of Group Dynamics
Spirited and derogatory language impact
•
The use of spirited language can boost team morale and creativity.
•
Derogatory language can create a hostile environment and hinder collaboration.
Negative attitudes and conflicts
•
Negative attitudes can lead to decreased productivity and team disengagement.
•
Conflicts within a group can disrupt the workflow and decision-
making process.
5
Conflict Resolution Strategy
Comprehensive conflict resolution strategy
•
Establishing open communication channels for conflict discussion.
•
Implementing mediation techniques to resolve disputes effectively.
Training and clear reporting mechanisms
•
Providing conflict resolution training to all employees for better understanding. •
Implementing transparent reporting systems to address conflicts promptly.
6
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Organizational Culture and Empowerment
Fostering inclusivity and empowerment culture
•
Creating a supportive environment for all employees to thrive and contribute positively to the organization.
•
Encouraging open communication and collaboration to empower individuals and foster a sense of belonging.
Diversity promotion through training
•
Implementing diversity training programs to educate employees on the value of different perspectives and backgrounds.
•
Providing opportunities for skill development and cross-cultural understanding to promote diversity and inclusion within the organization. 7
Organizational Change Process
Utilizing Kotter’s 8-Step Change Model
•
Kotter’s model emphasizes urgency and communication.
•
It guides through vision creation and short-term wins.
Empowering Employees
•
Empowerment fosters innovation and ownership.
•
It boosts morale and enhances productivity. Anchoring changes
•
Anchoring ensures sustainability and integration. •
It solidifies new practices and prevents regression. 8
Change Leadership
Designating a change management team
•
Selecting skilled individuals with diverse expertise to lead change initiatives.
•
Assigning clear roles and responsibilities to team members for effective coordination. Training for effective change management
•
Providing comprehensive workshops on change management principles and strategies.
•
Offering hands-on training sessions to develop practical skills in managing change. 9
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Gaining Commitment
Engagement through transparent communication
•
Transparent communication builds trust and fosters collaboration.
•
Open dialogue encourages active participation and strengthens relationships. Addressing concerns and recognizing contributions
•
Acknowledging concerns shows empathy and promotes problem-
solving.
•
Recognizing contributions boosts morals and encourages continued commitment. 10
Dealing with Resistance
Identifying resistance root causes
•
Analyze team dynamics.
•
Evaluate communication barriers.
Addressing concerns and providing support
•
Listen actively to concerns.
•
Offer guidance and resources.
11
Disciplinary Action
Establishing guidelines and progressive discipline
•
Establish clear policies for misconduct.
•
Implement a step-by-step disciplinary process.
Fairness and consistency in actions
•
Ensure equal treatment for all employees.
•
Apply disciplinary measures uniformly and fairly. 12
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Concerns of Discrimination
Ensuring compliance and training
•
Implementing anti-discrimination policies.
•
Providing diversity training for all employees.
Addressing discriminatory practices
•
Investigating reported incidents promptly.
•
Taking disciplinary action against offenders.
13
Addressing Adverse Impact
Monitoring for adverse impacts
•
Regularly assess data for disparities.
•
Analyze trends to detect adverse effects.
Implementing mitigation measures
•
Develop strategies to address issues.
•
Take proactive steps to minimize negative outcomes.
14
Summary of the Cultural Transformation Plan
The cultural transformation plan focuses on diversity and inclusion initiatives.
Key outcomes include improved employee engagement and a more inclusive work environment.
15
Inviting Questions and Feedback
•
We welcome questions to clarify any aspects of this presentation.
•
Your feedback is valuable for continuous improvement and refinement of our cultural transformation efforts.
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Thank you
Joshua N. Schreck
Grand Canyon University: College of Humanities and Social Science
PSY-565: Industrial/Organizational Psychology
Dr. Thomas King
May 8, 2024
Facilitating Cultural Change for Organizational Improvement
16
References
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Robbins, S. P., & Judge, T. A. (2019). Essentials of organizational behavior (15th ed.). Pearson.
•
Hackman, J. R., & Johnson, C. E. (2013). Leadership: A communication perspective (6th ed.). Waveland Press.
•
Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Xicom, Inc.
•
Folger, J. P., Poole, M. S., & Stutman, R. K. (2020). Working through conflict: Strategies for relationships, groups, and organizations. Routledge.
•
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
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Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.
•
Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
•
Lewin, K. (1951). Field theory in social science: Selected theoretical papers (D. Cartwright, Ed.). Harper & Row.
•
Cummings, T. G., & Worley, C. G. (2014). Organization development and change (10th ed.). Cengage Learning.
•
Kotter, J. P. (1996). Leading change: Why transformation efforts fail. Harvard Business Review, 73(2), 59-67.
•
Oreg, S. (2006). Personality, context, and resistance to organizational change. European Journal of Work and Organizational Psychology, 15(1), 73-101.
•
Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change. Harvard Business Review, 87(4), 99-103.
•
Huczynski, A., & Buchanan, D. (2016). Organizational behaviour (9th ed.). Pearson.
•
Greenberg, J. (2011). Behavior in organizations: Understanding and managing the human side of work. Pearson/Prentice Hall.
•
EEOC v. Shelley’s Septic Tank, Inc., Civil Action No. 6:20-CV-01285-CEM-LRH (U.S. District Court for the Middle District of Florida).
Facilitating Cultural Change for Organizational Improvement
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