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1 How Cultural and Leadership Changes Affect Organizational Management in the Jerusalem Paint Industry (JPI) Student’s Name Module Tittle Module Code Professor Word Count

2 How Cultural and Leadership Changes Affect Organizational Management in the Jerusalem Paint Industry (JPI) Introduction Thousands of businesses need to make major structural changes in order to survive in today's rapidly changing and intensely competitive environment. Birkinshaw, J. (2015) argues that internal and external influences are the most common drivers of organizational transformation. Dill (2012) and Bourgeois (2013) classify the external environment as either the general environment (economy, population, and society) or the task environment (competition, suppliers, and so on). The internal environment is comprised of the company's primary business, management style, organizational culture, etc., and the external environment is comprised of the broader community. This paper will analyze the effects of shifts in cultural norms and managerial style on the administration of companies in the Jerusalem Paint Industry (JPI). Helps explain the impact of the CEO's ideals on staff behavior (Peters and Waterman, 2012) and highlights the disparity between established companies' cultures and those of startups (Linstead et al., 2004:100). This leads to ideological resistance among both new and veteran workers because of cultural friction and misunderstanding. This document serves as a helpful reminder to property owners to consider JPI's management style in addition to other internal and external factors. The next step is for the company to determine the most effective method of incorporating the workforce in the change management process, with the goal of lowering or even removing any existing resistance. It is therefore up to leaders to manage the resistance to change inside their organizations.

3 Lewin's 3-step model (1951) and Kotter's 8-step model (2015) are the two models considered. The Lewin model entails three distinct phases. To begin, there is the process of "liberating," which involves figuring out what has to be done. The second stage, "change," puts the change process into action while reducing resistance to the new way of doing things. In the final phase, called "freeze," we analyze the data and figure out how to push the transformation forward. However, it may not meet the needs of companies that must endure a challenging procedure that calls for constant adjustment in order to compete successfully in a highly competitive market. The 8-step Kotter Change Model (2015) is a thorough option change process from awareness through consolidation that is guaranteed to succeed in the end. There are two major drawbacks to this paradigm, however: (1) its gradual nature makes it inappropriate for organizations that require rapid transformation, and (2) it gives fewer resources to bottom-up management than top-down. Since JPI has been around for a while in the "plaster and tile adhesive" sector of the industry, they may not need to make a drastic shift right away. They need to think about a more comprehensive and careful approach. Therefore, the 8-step Kotter model can work, and those steps will be factored into the analysis. Kotter's (2015) 8-step model for development based on specific academic principles about leadership, communication, and resistance has been suggested as one of the techniques to determining the optimum application for the changes. It will also be used to determine the nature of the planned thought needed, thereby explaining why previous attempts to reform the Jerusalem Paint Company have been unsuccessful. In this paper, we will examine the philosophy of leadership and the cultural perspective of JPI's employees as it relates to the execution of organizational change. An examination of how JPI, a corporation whose principles are strongly ingrained in its operational philosophy and which

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4 functions much like a family business, is handling the challenge of expanding into a much larger and more diversified organization. What it takes a new CEO to get the buy-in of seasoned workers so that old values may coexist with the new ones they bring to the company. Phase of Application Kotter's (1996) three-stage model for managing process change takes into account the unpredictability of transformation. These stages are preparation, implementation, and maintenance. Set Up The first stage is to plan the configuration. JPI uses a strategy that encourages its employees to take on leadership roles and develop their passion for the company in order to create a competent team. However, their rapidly expanding firm was derailed by a cultural anomaly that hindered their good intentions. A consultant was brought in to investigate the situation in depth and determine its root causes. A review of internal operations has revealed that the company has hired several new workers and appointed a new CEO who does not share the Islamic concept set forth by the previous CEO and is at odds with the established company culture. Inadequate training in Islamic values and principles (Amanah, Taqwa, Shura, and Itqan) (cooperation, credibility, and honesty) led to the emergence of a subculture within the organization (Van Maanen and Barley 1985). It highlighted the differences between the new hire's value system and those of the outgoing worker. According to Lewin's idea (McAleese, Creed, and Zutshi, 2013), "collective decision-making" is crucial to an organization's long-term viability. The conflict between different cultures has

5 pushed the organization to the cultural spectrum's far end, where chaos reigns (Clegg et al., 2018). CEOs need to work together to establish and uphold company principles and a consistent corporate culture. Because of the interim CEO's failure to communicate and reinforce the need for change management, this has occurred. Therefore, this analysis should center on the influence of leadership and the methods through which leaders choose to convey change, as this opposition was driven by a leadership style that refused to alter the JPI's approach. The case study shows how long-term workers tried to train new workers to share their values and beliefs. To gain a sense of how the two employees' JPI is evolving over time, the CEO must assess each interaction they have. The new CEO did not understand the company's purpose, which is the first step in effective strategic change management and leadership (Ireland and Hitt, 2019). In place of formal socialization programs, he helps workers understand over time what kinds of actions are tolerated (Dawson and Andriopoulos, 2017). The company's traditional Islamic work culture cannot be passed on from former employees and middle management. Therefore, the two sides' ideals and ideas are at odds with one another, and they consult with one another to shift toward a more individualistic perspective. While both groups devote the same amount of time to the work, the newcomers are less enthusiastic about the project as a whole. As a result, there was some opposition that took place primarily in people's brains as opposed to manifesting itself in overt ways. Employees are in a "high readiness" stage, and the CEO should apply a "coaching" style of leadership (Hersey, Blanchard, and Johnson, 2000). A successful CEO provides leadership that fosters a unified organizational culture and encourages two-way communication among employees. In addition, they need to put in the time and effort to build rapport with staff members so that they can offer assistance when called for. However, the leader opted for Follower-Driven

6 Delegation because the long-term staff "can't but are willing," calling for a Leadership Coaching strategy. The method fails because of a lack of consistency in identifying and implementing the most effective forms of leadership throughout the organization. However, John Whitehead (John Whitehead, 2016) claims that there is no longer a best style. Because different HR models and levels of employees call for different approaches to management. Managers are more likely to succeed if they can adapt their methods to suit each level of the organization. A positive work environment and many opportunities for progress are the results of a strong leadership style. Roll-Out To finish the task while reducing the amount of resistance or pushback that you experience during the process of transitioning. During the phase of implementation, the most important thing to focus on is maintaining open lines of communication between the senior management and the workers. Take JPI as an example; the company has recently chosen a new CEO and hired new staff, both of whom bring with them a distinct set of views and ideas that are unrelated to the Islamic worldview. Created backlash that had a substantial influence on the organization, which ultimately led to development in two crucial areas: resistance to change and communication. Modification Resistance and Conversation According to research by Jackson and Callon (2011), effective communication is a key factor in the success of any transformation. The case study reveals a distinction in the approach to communication between the first and second stages of JPI development. Prioritizing top-down information transmission to staff was a focus for the previous leader who employed a programme strategy (Russ as described in Dawson and Adriopoulos, 2017). Unfortunately, the newly

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7 appointed CEO does not seem to have embraced a particular strategy for delivering change, therefore there are no attempts to help or teach new workers. Without clear instructions, workers may become flustered when faced with unexpected challenges or unsure of how to adapt to the former employee is working style. "Resistance" describes this phenomenon (Eccles, 2014). Lack of communication from the new CEO and an inability to form a cohesive link among new workers regarding working styles leads to a decline in employee quality. It can be difficult for the new CEO to know how to proceed in this situation. Because it appears that, the programmatic approach is no longer productive. The likelihood of encountering limitations is heightened due to the monologue in organizational communication that results from this approach, in which signals are communicated down to the lower level but rarely up (Russ, 2018). Furthermore, the new CEO has not developed enough credibility for people to believe in him because he lacks a clear plan or direction for the actions of the organization. Giangreco and Peccei (2015) define "resistance" as a kind of dissent expressed by members of an organization who feel that a recent change has negatively affected the group's reputation. Personal interests, psychological impacts, habit strength, and maxim considerations are the four categories described by Kanter (1985) as key influences on employees' resistance to organizational change. Redistribution. The strength of one's habits is linked to resistance in this scenario. When workers tend to revert to tried-and-true ways. When new workers act in ways that run against to the company's long-standing beliefs, employees understandably worry about the potential bad consequences of this redesigning the corporation. Consequently, long-term employees suffer psychologically when former workers voice ideological resistance (Burke, as cited by Dawson and Adriopoulos). Disputes between

8 coworkers can lead to negative feelings and tension, according to some research. while reducing job satisfaction, teamwork, commitment to group decisions, organizational commitment, communication among team members, and job satisfaction. In reality, long-serving employees always consult with their peers before making a call, but new hires rarely demonstrate teamwork or the need for guidance before making a call. Because of these generational differences in how they interpret community and collective thinking, this behavioral conflict has arisen (Burke). Bringing about change in an organization is never easy, and the outcome is never guaranteed. Members who are unable to adapt to new circumstances will be hard for a company with a culture that encourages innovation to keep. One of the main causes of organizational transformation initiatives failing is employee resistance. Therefore, managers need to take into account the key issue of doing business while executing change programmes or plans in addition to the company's strategy, Organisational structure, or culture. Workforce in order to accept the new direction (Kotter and Cohen, 2012). Follow-Through The third step will involve leaders and managers making adjustments in order to establish the optimal working environment and practices for employees. This will be accomplished by recognizing any difficulties and hurdles that still exist in the workplace. Before people are able to give their best effort, they need some time to adjust to the new environment and become used to it. In the case of JPI, it has been demonstrated that strong leadership and communication can reduce resistance to change, enhance ties between managers and their workforce, and boost morale and productivity. If, on the other hand, the members of the internal team do not have a sufficient amount of trust in one another, there is an increased risk that the project will fail. Reflection

9 Successful leaders and managers can learn from both the results of academic studies and their own experiences. So now, I am going to talk about my own personal experience. When an organization implements a transformation strategy, some of its employees will inevitably push back against the company's goals (Furst-Holloway and Cable, 2018). According to Robbins and Judge (2013), when employees are presented with a plan for organizational change, they will respond in one of two ways: (1) with a negative attitude toward organizational change, and (2) with a positive attitude toward organizational change. Thankfully, the level of resistance from the staff was low, and no adverse actions were taken. Therefore, it is suggested that managers learn to recognize signs of resistance and take corrective action before it is too late. Communication is especially important during a company's period of transition. I now understand the importance of communication in any setting thanks to my analysis. Poor communication increases resistance to change and magnifies its unfavorable outcomes (Smelzer and Zener, 2012). To return to the case study, the disorder and confusion at JPI was exacerbated by the large information gaps and discrepancies that existed within the firm. However, it is also obvious that choosing the optimal communication approach within a firm to deal with change is incredibly complex and difficult. I think the new CEO was hired so swiftly that he was afraid to approach anyone for information or a plan for the company out of fear of being met with resistance. However, he made the wrong choice here since a leader cannot delegate authority lightly. However, you will need guts and resolve to overcome obstacles. In addition, I see how senior employees played a crucial role in orienting newcomers to the company's culture and ideals, but the CEO did nothing to reinforce this initiative. Therefore, the reorganization of the Jerusalem Paints Industry's structure failed. This research provided me with concrete examples of the

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10 benefits of internal communication and actionable advice for improving my own communication skills should the necessity ever arise. JPI's ability to properly implement their transformation depends on their ability to communicate their plans clearly and on time. Upon reflection, I see striking parallels between this and my time spent in high school as the group leader of a management team. The group I was a part of had nearly the worst grades in the class. That is why I have been given the responsibility of leading our team to greater success. I called a meeting of the group and laid out my vision for how I envisioned the team operating and what I expected from each member if we were going to achieve our goal of being the top performing group in the course (Russ, 2018). Some of them argued (Jabri, 2012) and refused to listen to the explanations. After a few months, we still have not made any headway. Perhaps this hostility and indifference stem from the way I express myself. People will feel valued, appreciated, and motivated to give their all if I invite them to come together and share ideas about what needs to be done and how to do it. After giving it some more thinking, I realize that my aversion to and inability to implement change is the result of my adopting an authoritarian, top-down style to team communication (Armenakis and Harris, 2012). This was a major epiphany for me in terms of describing transformation. Based on what I have learned, I plan to use a bottom-up strategy in the future when leading and explaining change, soliciting opinions, backing, and assistance from those affected by the transition. That means I need to work on my communication skills. It is also no exaggeration to claim that life's challenges have helped create my personality. It will help me immensely in making decisions about my professional future. I have come to understand that people are constantly, unknowingly exposed to change in all aspects of their lives. I do not understand why people fight it so hard when it is clearly inevitable. Rather of trying to run away

11 from or resist a challenge to my established routine, I will arm myself with the knowledge and skills necessary for adapting to new circumstances, and I will go with the flow without resistance. This mental toolkit will give me the agility to succeed in my chosen field. When I was a part of the change myself, I also saw how difficult it was to overcome the opposition of my peers. In addition, the secret to handling these risks is showing compassion for those who are afraid and patient with those who are resistant. Instead of trying to force them to follow orders, I'll act as if I'm their friend, watching, listening, and considering what they have to say on how to best advance the team's goals. Demonstrate that they can freely express themselves to you regardless of where in the world you may be, and encourage them to keep going just as the former CEO of JPI did by saying, "Good job, and keep going." Employees have reported feeling more motivated after hearing such remarks; this is the kind of thing every company hopes to achieve. Conclusion This study uses the 8-step model developed by John P. Kotter to emphasize the obstacles faced by JPI organizations and the reasons contributing to the failure of their attempts to implement change. In conclusion, this paper uses the model to highlight the variables contributing to the failure of JPI organizations' attempts to implement change. The results of this research demonstrate that in order to successfully implement change, new CEOs and management need to have a deep awareness of the organization. Because there is a possibility that certain employees may oppose any reorganization, the newly appointed CEO should first prepare both internal and external strategies. It follows that a change in the leadership style could potentially have a significant impact on the internal discourse within the organization. It would be amazing if we could use this data to solidify our resolve and direct the company toward achievement. Given

12 that the growth of a company is dependent on internal consistency over the long term, it would be fantastic if we could utilize this data. References Andriopoulos, C. and Dawson, P., 2017. Managing change, creativity and innovation. Managing Change, Creativity and Innovation , pp.1-664. Armenakis, A.A. and Harris, S.G., 2012. Crafting a change message to create transformational readiness. Journal of organizational change management , 15 (2), pp.169-183. Birkinshaw, J., Hood, N. and Young, S., 2015. Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance. International business review , 14 (2), pp.227-248. Bourgeois III, L.J., 2013. Strategy and environment: A conceptual integration. Academy of management review , 5 (1), pp.25-39. Dill, W.R., 2012. Environment as an influence on managerial autonomy. Administrative science quarterly , pp.409-443. Eccles, T., 2014. Succeeding with change: Implementing action-driven strategies. (No Title) . Giangreco, A. and Peccei, R., 2015. The nature and antecedents of middle manager resistance to change: Evidence from an Italian context. The international journal of human resource management , 16 (10), pp.1812-1829.

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13 Ireland, R.D. and Hitt, M.A., 2019. Achieving and maintaining strategic competitiveness in the 21st century: The role of strategic leadership. Academy of Management Perspectives , 13 (1), pp.43-57. Jarrel, T., 2017. Success factors for implementing change at scale. New York: McKinsey and Co Presentation, Behavioral Science and Policy Association . Kotter, J.P., 2015. Leading change: Why transformation efforts fail. Harvard Business ReviewKotter, JP 1985. Power and Influence: Beyond Formal Authority. Leavitt, H.J., 2014. Applied organization change in industry: structural, technical and human approaches. McAleese, I., Creed, A. and Zutshi, A., 2013. A response to critique of the refreeze step in Lewin’s model of organizational change from the viewpoint of organizational behavior. Parry, K.W. ed., 2011. Leadership in the antipodes: findings, implications and a leader profile . Institute of Policy Studies [and] Centre for the Study of Leadership. Pitsis, T.S., Kornberger, M. and Clegg, S.R., 2019. Managing and Organizations: Practical Activities for Science 5-11. Managing and Organizations , pp.1-616. Russ, T.L., 2018. Communicating change: A review and critical analysis of programmatic and participatory implementation approaches. Journal of Change Management , 8 (3-4), pp.199-211. Smeltzer, L.R. and Zener, M.F., 2012. Development of a model for announcing major layoffs. Group and Organization Management , 17 (4), pp.446-472.

14 Waterman, R.H. and Peters, T.J., 2012. In search of excellence: Lessons from America's best-run companies (p. 360). New York: Harper and Row.

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