This document is a literature review and leadership challenge design paper written by Lee Min Long Gerald for an assignment in the Faculty of Leadership at Monash University. The paper explores factors that influence receptiveness to change among baby boomer leaders and current approaches to foster change receptiveness. It begins with an introduction and outlines the project rationale and research questions. The literature review then examines factors such as competition, preference for status quo, feedback, ageism, social interaction, perceived value of change, learning culture, and power/authority that may influence baby boomer leaders' receptiveness to change. It also reviews approaches like involvement in decision making, action learning processes, team-based mentoring, and providing prompt information to foster increased change receptiveness
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Organizational behavior is the study of human behavior in organizational settings. The document discusses several key concepts in organizational behavior including:
1. Behavior is anything a person does that can be observed by others. Fundamental concepts developed by behavioral scientists include that behavior is learned and influenced by our environment and experiences.
2. Frustration occurs when we are unable to achieve our goals and can lead to aggressive, regressive, or resigned behaviors. Motivated behavior is goal-oriented while frustration behavior is not directed at a specific goal.
3. The S-O-B-A model of causation in behavior explains that the interaction between a Situation (S) and an Organism (O) leads to a
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
This study examines the relationships between organizational culture, leadership behaviors, organizational commitment, job satisfaction, and job performance in small and medium Taiwanese firms. Surveys were distributed to 1,451 employees across 84 firms, with 749 valid responses. Significant findings include: (1) transformational leadership was positively related to organizational commitment in innovative cultures, (2) organizational commitment mediated the relationship between transformational leadership and job satisfaction across all cultures, and (3) organizational commitment mediated the relationship between transformational leadership and job performance in supportive and bureaucratic cultures.
This document discusses various concepts related to leadership. It begins by listing 12 names that form a leadership group. It then discusses several key distinctions related to leadership, including:
- Leader emergence vs leadership effectiveness
- Different types of leadership outcomes (positive and negative)
- The difference between a leader, manager, and supervisor
- Leader development vs leadership development
It also outlines several traditional theories of leadership, such as great man theories, the trait approach, sources of power, and behavioral approaches including the Ohio State and University of Michigan studies. Overall, the document provides an overview of fundamental leadership concepts and theories.
Organizational behavior is the study of human behavior in organizational settings. The document discusses several key concepts in organizational behavior including:
1. Behavior is anything a person does that can be observed by others. Fundamental concepts developed by behavioral scientists include that behavior is learned and influenced by our environment and experiences.
2. Frustration occurs when we are unable to achieve our goals and can lead to aggressive, regressive, or resigned behaviors. Motivated behavior is goal-oriented while frustration behavior is not directed at a specific goal.
3. The S-O-B-A model of causation in behavior explains that the interaction between a Situation (S) and an Organism (O) leads to a
The document discusses various organizational theories including:
- Classical organizational theory which views organizations as mechanistic and focuses on structure.
- Human relations theory which adds a human/personal element and emphasizes relationships.
- Contingency theory which argues an organization's structure depends on various contingencies.
It also covers organizational culture and climate, socialization processes, and person-organization and person-job fit. Socialization aims to improve newcomers' fit with the organization and job through recruitment, training, and acceptance into work groups. National culture can impact socialization approaches. Schneider's attraction-selection-attrition model posits organizations attract certain types of people who are then selected and retained, influencing long-term culture.
This document summarizes several studies on employee satisfaction and related concepts. It discusses factors that influence employee satisfaction such as job security, compensation, benefits, promotion opportunities, and work environment. It also examines the relationship between employee satisfaction and outcomes like motivation, performance and loyalty. Several models and frameworks for understanding job satisfaction are reviewed. Measures of job satisfaction, such as the Job Descriptive Index and Minnesota Satisfaction Questionnaire, are also summarized.
ble, accommodation of cultural differences personality, the
use of sound
This article discusses three major gaps be- in employee attitudes and job satisfaction selection
tween HR practice and scientific research on will help organizations enhance employee methods and a
employee attitudes and job satisfaction: (1) attitudes and performance. good match
the causes of employee attitudes, (2) the re- between
sults of positive or negative job satisfaction, Gap 2—The Results of Positive or employees and
and (3) how to measure and influence em- jobs will ensure
Negative Job Satisfaction people are
ployee attitudes. The causes of employee at- selected and
This chapter discusses organizational change and stress management. It identifies common forces that drive organizational change, such as changes in technology, competition, and social/political trends. The chapter outlines different approaches to managing change, including Lewin's three-step model of unfreezing, moving, and refreezing. It also discusses sources of resistance to change and tactics for overcoming resistance, such as participation and communication. Additionally, the chapter defines stress and its potential sources, and examines individual and organizational approaches for managing stress.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document provides an overview of employee engagement and change management. It discusses how employee engagement is related to successfully implementing organizational change initiatives. Research shows that engaged employees are more likely to support change efforts. The document also examines the relationship between organizational commitment and change management. Effective change management requires key functions like clear communication, collaboration, building trust, and addressing barriers to change. Overall, the concepts of employee engagement and effective change management are closely interrelated, as the same functions that promote successful change also increase employee engagement.
This document summarizes a student paper about social loafing in work teams. It defines social loafing as expending less effort when working in a group. Social loafing can negatively impact organizations through loss of motivation, productivity, and efficiency. Two main factors that contribute to social loafing are work-related factors like group size and accountability, and personality factors like preference for individual or group work. The document discusses two potential interventions for organizations: increasing employee identifiability and accountability, and improving task preparation through goal setting and conflict management. It concludes that increasing identifiability and accountability are the most appropriate interventions to reduce social loafing.
This document provides an overview of organizational behaviour. It defines organizational behaviour as the study of human behavior in organizations. The document outlines several key aspects of organizational behaviour including its nature and scope as an interdisciplinary field, various approaches to studying it, and importance. It also summarizes findings from seminal studies on organizational behaviour like the Hawthorne studies from the 1920s-1930s which explored how variables like lighting, work hours, and breaks impacted productivity. The document is intended as a teaching aid to introduce students to the topic of organizational behaviour.
This document discusses organizational behavior at the group level. It covers topics like leadership, communication, work groups, work teams, and conflict negotiation. It examines different perspectives on leadership, including structural-functionalist, political-conflict, constructivist, and critical humanist. It also discusses theories of leadership, such as trait theory, behavioral approaches, and contingency theory. Overall, the document provides an overview of key concepts for studying organizational behavior at the group level, with a focus on leadership.
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
The Effect of Personality Traits on Social Identification, Transformational L...theijes
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
This document provides an overview of motivation theories in industrial-organizational psychology. It discusses early theories that viewed motivation through metaphors like "person as machine" and more modern theories that emphasize cognition and emotions. The document also explores the relationship between motivation and workplace factors like performance, work-life balance, and personality. A key theory discussed is Maslow's hierarchy of needs, which proposes that humans are motivated to fulfill a set of innate needs from physiological to self-actualization.
This document provides an overview of organizational behavior. It defines organizational behavior and discusses its divisions, evolution, current state, topics, and importance in management. The definitions section outlines organizational behavior as the study of human actions within organizations. It is divided into micro, meso, and macro levels and has evolved from industrial psychology to consider individuals, groups, and their interaction with organizations. Organizational behavior is now studied in business schools and applies to management, leadership, ethics, and other domains. Key topics include decision making, motivation, culture and stress. The conclusion summarizes how organizational behavior helps understand people and improve organizational effectiveness.
The document summarizes a study on the impact of leadership behavior on work climate and team effectiveness. The study observed 29 leaders and 405 followers through surveys and video coding of meetings. It found no significant relationship between positive leadership behaviors and work climate or team effectiveness. An almost significant relationship was found between contra productive leadership behaviors and negative work climate. The study had limitations such as a small sample size and being conducted at a single organization. Further longitudinal research is recommended to better understand the relationships between these variables.
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
The human relations movement stemmed from the Hawthorne Studies in the 1920s-1930s. The studies found that social and psychological factors strongly influence worker productivity and satisfaction. They determined that informal work groups and manager attention impact workers more than physical conditions alone. This led to new approaches focusing on human aspects of organizations and applying behavioral sciences to management. Theories like Maslow's hierarchy of needs and McGregor's Theory X/Y helped explain worker motivation. Pioneers like Follett and Mayo emphasized social processes, cooperation, and treating workers with dignity.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Introduction To The Field Of Organizational BehaviourSahil Mahajan
This document provides an introduction to the field of organizational behavior. It discusses what organizations are, why organizational behavior is studied, and trends influencing organizations like globalization, information technology, changing workforces, and employment relationships. It also covers topics such as telecommuting, knowledge management, and the historical roots and development of organizational behavior as a field of study.
1) The study examined job satisfaction and organizational commitment among 721 employees across 56 small businesses.
2) It found that older workers reported higher levels of overall job satisfaction, commitment to their organization, and satisfaction with management compared to younger workers.
3) Additionally, satisfaction with the work itself increased with age, but satisfaction with pay and promotions declined slightly for those aged 41-50 before rising again.
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
International Journal of Business and Management Invention (IJBMI)inventionjournals
This document provides an overview of employee engagement and change management. It discusses how employee engagement is related to successfully implementing organizational change initiatives. Research shows that engaged employees are more likely to support change efforts. The document also examines the relationship between organizational commitment and change management. Effective change management requires key functions like clear communication, collaboration, building trust, and addressing barriers to change. Overall, the concepts of employee engagement and effective change management are closely interrelated, as the same functions that promote successful change also increase employee engagement.
This document summarizes a student paper about social loafing in work teams. It defines social loafing as expending less effort when working in a group. Social loafing can negatively impact organizations through loss of motivation, productivity, and efficiency. Two main factors that contribute to social loafing are work-related factors like group size and accountability, and personality factors like preference for individual or group work. The document discusses two potential interventions for organizations: increasing employee identifiability and accountability, and improving task preparation through goal setting and conflict management. It concludes that increasing identifiability and accountability are the most appropriate interventions to reduce social loafing.
This document provides an overview of organizational behaviour. It defines organizational behaviour as the study of human behavior in organizations. The document outlines several key aspects of organizational behaviour including its nature and scope as an interdisciplinary field, various approaches to studying it, and importance. It also summarizes findings from seminal studies on organizational behaviour like the Hawthorne studies from the 1920s-1930s which explored how variables like lighting, work hours, and breaks impacted productivity. The document is intended as a teaching aid to introduce students to the topic of organizational behaviour.
This document discusses organizational behavior at the group level. It covers topics like leadership, communication, work groups, work teams, and conflict negotiation. It examines different perspectives on leadership, including structural-functionalist, political-conflict, constructivist, and critical humanist. It also discusses theories of leadership, such as trait theory, behavioral approaches, and contingency theory. Overall, the document provides an overview of key concepts for studying organizational behavior at the group level, with a focus on leadership.
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
The Effect of Personality Traits on Social Identification, Transformational L...theijes
This study aims to establish the role model the effect of personality traits on social identification, transformational leadership and employees performance. To examine the patterns of the effect between the variables used inferential analysis tool that Software SPSS version 21.0. The results of this study indicate that, personality traits that can improve employees performance when incorporating the variables that come into play, namely social identification and transformational leadership in Provincial Government Southeast Sulawesi.
This document provides an overview of motivation theories in industrial-organizational psychology. It discusses early theories that viewed motivation through metaphors like "person as machine" and more modern theories that emphasize cognition and emotions. The document also explores the relationship between motivation and workplace factors like performance, work-life balance, and personality. A key theory discussed is Maslow's hierarchy of needs, which proposes that humans are motivated to fulfill a set of innate needs from physiological to self-actualization.
This document provides an overview of organizational behavior. It defines organizational behavior and discusses its divisions, evolution, current state, topics, and importance in management. The definitions section outlines organizational behavior as the study of human actions within organizations. It is divided into micro, meso, and macro levels and has evolved from industrial psychology to consider individuals, groups, and their interaction with organizations. Organizational behavior is now studied in business schools and applies to management, leadership, ethics, and other domains. Key topics include decision making, motivation, culture and stress. The conclusion summarizes how organizational behavior helps understand people and improve organizational effectiveness.
The document summarizes a study on the impact of leadership behavior on work climate and team effectiveness. The study observed 29 leaders and 405 followers through surveys and video coding of meetings. It found no significant relationship between positive leadership behaviors and work climate or team effectiveness. An almost significant relationship was found between contra productive leadership behaviors and negative work climate. The study had limitations such as a small sample size and being conducted at a single organization. Further longitudinal research is recommended to better understand the relationships between these variables.
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
The human relations movement stemmed from the Hawthorne Studies in the 1920s-1930s. The studies found that social and psychological factors strongly influence worker productivity and satisfaction. They determined that informal work groups and manager attention impact workers more than physical conditions alone. This led to new approaches focusing on human aspects of organizations and applying behavioral sciences to management. Theories like Maslow's hierarchy of needs and McGregor's Theory X/Y helped explain worker motivation. Pioneers like Follett and Mayo emphasized social processes, cooperation, and treating workers with dignity.
Employee Englightnment Sulphey and BasheerM M Sulphey
an enlightened employee is capable of radiating a positive energy among his peers and colleagues. He creates not only a better surrounding by keeping his actions at par with his words, but also better humans of tomorrow not just limiting to commitment or engagement.
The motivation behind this research study is to look at the impact of leadership practices on both pioneer and organization viability. In this research study the data will be analyzed from the previous studies about the transformational leadership and its impact on organization and effectiveness of leadership. The research study was intended to gather data on the leadership styles utilized by supervisor and on the fulfillment and duty of representatives in the cordiality workforce. There are critical relations between leadership practices and both leadership effectiveness and organizational viability. The findings bolster the recommendation in the literature that transformational leadership practices invigorate job satisfaction and organizational commitment. This research paper investigates a part of leadership in the organization that is frequently ignored. It gives convincing proof to the significance of proceeding with the endeavors to comprehend the way of the leadership practices adequacy connection.
Introduction To The Field Of Organizational BehaviourSahil Mahajan
This document provides an introduction to the field of organizational behavior. It discusses what organizations are, why organizational behavior is studied, and trends influencing organizations like globalization, information technology, changing workforces, and employment relationships. It also covers topics such as telecommuting, knowledge management, and the historical roots and development of organizational behavior as a field of study.
1) The study examined job satisfaction and organizational commitment among 721 employees across 56 small businesses.
2) It found that older workers reported higher levels of overall job satisfaction, commitment to their organization, and satisfaction with management compared to younger workers.
3) Additionally, satisfaction with the work itself increased with age, but satisfaction with pay and promotions declined slightly for those aged 41-50 before rising again.
The document discusses the change process for schools, organizations, and individuals. It explains that change is a process, not an event, and can be planned or unplanned. It also discusses factors that affect the change process like capacity for change. The key steps in the change process include establishing a vision, determining the current state, and identifying a process to achieve the vision. It also classifies changes as first-order/continuous or second-order/discontinuous. Several theories that inform the change process are described like force field analysis and strategies like empirical-rational, normative-re-educative, and power-coercive. The primary purpose of change in schools is to improve instruction.
This document provides advice on common Microsoft licensing "gotchas" and risks organizations may face. It discusses issues such as packaging the wrong version of software, not having the correct licenses when using high availability features in virtual environments, and not obtaining the proper licenses when applications are accessed through terminal services. The document recommends engaging software asset managers early in projects to identify licensing risks and ensure compliance. It also suggests negotiating with Microsoft and exploring options like deploying Office 365 when licensing issues are discovered.
MucheCo Marketplace features multi-marketplace listing and dynamic pricing tools to help your business conquer eCommerce marketplaces like Amazon and Ebay.
Difference in Pigment Levels of the Leaves from Sunny and ShadyMariam Ohanyan
As my teacher informed me that we were going to conduct an experiment concerning chromatography of the leaf pigments, I started doing my research. During that process, I found out that ecologist and emeritus scientist James P. Barnett has determined during his explorations in the coniferous forests that chlorophyll concentrations in the leaves of individuals of the same species tend to be higher under lower light levels than under high levels (Barnett). This was a very interesting disclosure for me and I decided to go deeper into the topic of the impact of the light on the amount of chlorophyll in the leaves. The above-mentioned study was made on leaves from different trees. This is why I decided to conduct my experiment on the leaves from the same tree. I identified a tree that would have both - sunny and shady sides. This tree was Syringa vulgaris. I formulated the following research question:
“To what extent is there a difference in the chlorophyll concentrations of leaves taken from the sunny side of Syringa vulgaris versus the leaves from its shady side?”
El arte islámico se desarrolló en las áreas de Oriente Medio, el norte de África, el norte de la India y España que formaron parte del territorio islámico desde el siglo VII. Se caracteriza por la decoración geométrica y caligráfica, incluyendo lacería, caligrafía cúfica y motivos vegetales. Aunque utilizaba materiales pobres como el ladrillo debido al clima árido, creó obras bellas a través de la decoración de yeso, madera y azulejos.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
· Reference #1 - Hodges, J. & Gill, R. (2015). Sustaining Change i.docxalinainglis
· Reference #1 - Hodges, J. & Gill, R. (2015). Sustaining Change in Organizations. Thousand Oaks, CA: SAGE Publications
The Nature, Impact and Management of Attitudes Towards Change
11
Overview
• To understand why people react to change the way they do, leaders and managers need to view the change from other people’s perspectives tounderstand the concerns people have about change.
• Responses to change will vary depending on the nature and impact the change has on individuals.
• Attitudes to change range from positive acceptance to scepticism and cynicism to outright opposition. Many individuals do respond positively tochange.
• Trust is a condition for successful change. Employees’ trust in leaders and managers, as well as in the organization, is an expression of confidence in their reliability and honesty in times of change and uncertainty (Zeffane and Connell, 2003). Organizational change initiatives can significantly erode trust both in the organization and in its management (Morgan and Zeffane, 2003).
• Gaining commitment and involving people in the change can build trust and positive attitudes towards the change. Participation in the changeprocess is important for helping to reduce negative responses to change by reducing anxiety, creating a stronger sense of ownership and enabling individuals to actively contribute to the shaping of change.
People are at the core of sustaining change in organizations and also represent the greatest challenge to the mastery of change. Structures, systems, processes and strategies are relatively simple to understand and even fix. People, however, are more complex. They have different backgrounds, abilities, personalities, dispositions, ‘hang-ups’, interests, motivations and aspirations. Change can have a different impact on each individual, all of which can cause different attitudes and reactions. The complexities of human responses to change are often ignored when change is planned. According to Woodward and Hendry (2004: 164), one-third of senior managers acknowledge that the people aspects are ignored in their changeprogrammes. This is quite a shocking statistic, for as Jick and Peiperl (2003) point out, any organization that believes change can take hold without considering how people will react to it is in deep delusion. Choi (2011) echoes this and observes that change often fails because those leading the change pay insufficient attention to how change affects individuals.
Leaders need to be aware of the attitudes towards change of their employees, such as:
• What might be their anticipated emotional and attitudinal reactions to the change?
• What determines employees’ willingness to change and how can it be influenced?
• What different responses can be expected from different people?
• How can this information be used in planning the change?
Leaders often gloss over such issues, yet it is human behaviour that ultimately will sustain change in organizations. Yet as Bridge.
Lars Kolind implemented radical changes at Oticon to transform the company culture and increase innovation. He faced resistance from employees accustomed to the old ways. To overcome this, he removed all symbols of the past culture and used interactive workshops to help employees understand and accept the new vision. While resistance remained for two years, by emphasizing the need for change and involving employees in shaping the new culture, Kolind was eventually able to gain acceptance and transform Oticon into a highly innovative company.
This study investigates the relationship between organizational culture and attitudes toward organizational change in Malaysian companies. Based on prior research, the study developed a questionnaire to assess four types of organizational culture (communal, fragmented, networked, mercenary) and three components of attitudes toward change (affective, cognitive, behavioral). The questionnaire was administered to 258 Malaysian manufacturing companies. The results showed a relationship between organizational culture and attitudes toward change, with some cultures more accepting of change than others. The implications are that understanding this relationship can help managers implement changes more effectively.
This document summarizes methods for overcoming resistance to change based on a literature review. It discusses common causes of resistance to change like disagreeing with the need for change or details of the solution. It also addresses managing employee reactions to change through clear communication and understanding instructions. Theories on organizational change are explored, like Foucault's views on how knowledge, power, and ethics provide insight into analyzing change. Different models of change are also examined, like Dewey's sequential approach to learning and change. The literature review aims to understand resistance to change better and identify strategies managers can use to reduce resistance and encourage acceptance of necessary changes.
Managing Change In Organization And Enhancing PerformanceNicole Gomez
1) A clinic is introducing a new electronic medical record system and employees are having trouble understanding how to use the new system. The document discusses bringing about change in an organized manner.
2) Managing change requires focusing energy on a vision of the future that contrasts with the present and guides how to reduce the gap. It also requires exercising caution in today's rapidly changing environment with limited control.
3) Resistance to change is common, but change must involve people rather than be imposed on them. Communication is key to managing change effectively.
Managers, at one point or another, will have to make changes in some, if not all aspects of their workplace. These changes refer to organizational change, which is any alteration of people, structure, or technology. Most often, changes are initiated and coordinated by a manager within the organization. However, the change agent could be a non-manager – for example – a change specialist from the HR department or even an outside consultant whose expertise is in change implementation.
This document summarizes key aspects of organizational change and development approaches from several sources. It discusses that organizational development (OD) uses soft systems approaches to address complex change situations. OD focuses on organizational culture, processes, and structure using a systems perspective. The OD process involves diagnosing issues, developing a vision for change, gaining commitment, creating an action plan, and evaluating results through an iterative process of continuous improvement. OD aims to enhance individual, team, and organizational effectiveness through participatory and collaborative methods.
Master Thesis Executive Progam Business Studies Ron van de Port 10475591 (2)Ron van de Port
This document is a thesis submitted by Ron van de Port to the Amsterdam Business School examining the moderated effect of organizational change on organizational commitment. It reviews literature on organizational change and commitment, and presents a study conducted among 107 employees undergoing organizational change. The study finds that personal impact on work and company culture have a substantial effect on commitment. However, change management practices like communication and leadership do not significantly impact the relationship between change impact and post-change commitment. The thesis provides insight into how organizational change affects commitment and what factors influence this relationship.
A STUDY ON EMPLOYEE ATTITUDE TOWARDS ORGANIZATIONAL CHANGE - WITH SPECIAL REF...IAEME Publication
This document summarizes a study on employee attitudes towards organizational change at Siemens Ltd. in Chennai, India. The study aimed to analyze employee preparedness to accept change, ways of communicating change, and support factors during change. Data was collected through questionnaires from 122 Siemens employees. The analysis found that employees were reluctant to adapt to change and resistant to change. The management needs to better communicate changes and encourage employee feedback and questions to improve change adaptation.
This document provides an overview of organizational change and development. It discusses how change is constant and occurs both internally and externally to organizations. Organizational development aims to help organizations cope with change through planned interventions and ongoing processes. The document outlines models for understanding and planning organizational change, including force field analysis. It also discusses key roles in change processes, such as change sponsors, agents, and targets. Finally, it proposes strategies for implementing change, such as gathering resources and building coalitions of support.
This document summarizes a research study that examined the influence of person-organization fit and transformational leadership on self-awareness, resilience, and organizational citizenship behavior among lecturers in South Sulawesi, Indonesia. The study found that:
1. Person-organization fit positively influences self-awareness, resilience, and organizational citizenship behavior of lecturers.
2. Transformational leadership positively influences resilience and organizational citizenship behavior of lecturers, but does not influence their self-awareness.
3. Self-awareness positively influences resilience and organizational citizenship behavior of lecturers.
4. Resilience positively influences organizational citizenship behavior of lecturers.
The study recommends that higher education institutions
Managing change in organizations is challenging as it requires employees to adapt to new processes and environments. Resistance to change stems from employees developing set routines and relationships within the workplace. Effective change management aims to restore equilibrium when change causes unbalance. It also considers employees' attitudes and feelings toward change, as responses are conditioned by these human factors rather than direct adjustments. Finally, change management strategies typically involve three stages - moving to introduce change, unfreezing existing behaviors, and refreezing to stabilize the new processes.
Hays and Cowan Sahadath - Appreciative Inquiry and Positive Change ManagementJay Hays
This document discusses appreciative inquiry (AI) and positive change management (CM+), and how they can be combined to promote effective organizational change.
AI is defined as a participatory approach focused on discovering an organization's strengths and positive potential to envision a desirable future. The 4D model of AI involves discovery, dream, design, and destiny stages. CM+ uses a roadmap approach with parallels to AI in aiming to bring out the best in people and organizations through healthy attitudes and relationships.
The document argues that combining AI and CM+ can substantially improve the likelihood that change goals are achieved smoothly with fewer negative impacts than typical change programs. Both approaches reduce failure risks and counterproductivity when integrated, and their
This document provides an overview of change management concepts. It discusses what change is, common reasons for change failures, barriers to change like resistance, and models for leading change successfully. The key aspects covered include understanding the change cycle and resistance to change, developing a clear vision and communication strategy, building internal capacity for change, and establishing metrics to measure change. Overall, the document aims to equip readers with tools and frameworks to analyze organizational change challenges and develop effective strategies to support change initiatives.
This document discusses managing readiness for change to overcome resistance to change. It begins by noting that while there is extensive literature on managing change, many change efforts still fail due to a failure to properly create readiness for change among organizational members. The document then discusses specific reasons why people may resist change and defines readiness for change as creating awareness, acceptance and capability for change. It identifies five key elements of an effective change message to create readiness: establishing a need for change, demonstrating the appropriateness of the proposed change, gaining support from principals, developing confidence that change can be successfully implemented, and communicating benefits of change for individuals. Creating readiness through an effective change message can help address resistance and increase likelihood of successful change implementation.
WHEN CHANGEBECOMESTRANSFORMATIONA case study of change.docxphilipnelson29183
WHEN CHANGE
BECOMES
TRANSFORMATION
A case study of change
management in Medicaid
offices in New York City
Kimberley R. Isett, Sherry A.M. Glied,
Michael S. Sparer and Lawrence D. Brown
Kimberley R. Isett
School of Public Policy, Georgia Institute of
Technology, Atlanta, USA
E-mail: [email protected]
Sherry A.M. Glied
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Michael S. Sparer
Department of Health Policy and Management
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
Lawrence D. Brown
Department of Health Policy and Management,
Mailman School of Public Health, Columbia
University, New York, USA
E-mail: [email protected]
This work was completed under contract to the
Human Resources Administration in New York City.
Abstract
This paper examines the implementation of
large, transformative change in the Medicaid
offices in New York City to improve efficiency
and consumer-friendliness. A bottom-up
process was engaged to design and imple-
ment the needed changes from those who
were most affected by the change. Key
informant interviews and observational site
visits were conducted to assess the extent to
which the change efforts were successful. We
found that the changes impacted both
quantitative measures of success (such as
client processing times and number of clients
served) as well as less tangible qualitative
indicators of success such as staff attitudes
and office climate.
Key words
Change, human services
Vol. 15 Issue 1 2013 1–17
Public Management Review ISSN 1471-9037 print/ISSN 1471-9045 online
! 2013 Taylor & Francis
http://www.tandfonline.com
http://dx.doi.org/10.1080/14719037.2012.686230
The organizational change literature frequently stresses the difficulty of motivating
frontline employees to accept and implement change initiatives. Employees
presumably have a vested interest in maintaining status quo for a variety of reasons
including institutional pressures, power, comfort level and ambivalence towards a
proposed change (Cyert and March 1963; Piderit 2000; Tucker 1993). However,
new research refutes the traditional view of frontline employees as recalcitrant
obstacles to change, and instead sees their position and resourcefulness as a generally
untapped opportunity to make change efforts successful (e.g. Ford et al. 2008;
Kelman 2005).
One of the environments where it is thought that change is difficult to accomplish is
in public organizations. Public organizations are often structured to emulate Weber’s
ideal bureaucracy – control through rules and technical adherence to those rules is
prized (Mashaw 1983; Weber 1946). Inertia and adherence to rules can make it difficult
for real change to happen. Further, Federalist systems can exacerbate inertia through
creating layers of rules and regulations at each level of government. And in locations
with strong organized labour unions, whose mai.
Business and Economics Research Journal Volume 5 Number .docxRAHUL126667
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
Business and Economics Research Journal Volume 5 Number .docxhumphrieskalyn
Business and Economics Research Journal
Volume 5 Number 4
2014
pp. 143-166
ISSN: 1309-2448
www.berjournal.com
The Role of Corporate Communication and Perception of Justice
during Organizational Change Process
Neşe Saruhan
a
a
PhD., Bahcesehir University, Istanbul, Turkiye, [email protected]
Abstract: Today, researchers have been exploring employee’s resistance to change and how to
foresee these aversive behaviors during organizational change process (Armenakis & Harris, 2002, Dent
& Goldberg, 1999, Oreg & Sverdlik, 2011). Some employees view organizational change in a negative
way even if change efforts will results in favorable consequences for them. At this point,
communication process has a crucial effect on the perception of employees towards change process. In
addition, several studies confirm the role of perceived justice in the organization during organizational
change. So, the effects of communication and perception of justice on behaviors of employees during
change process and the contribution of communication on resistance to change through perception of
organizational justice was explored. The research was conducted among 583 employees in Turkey. The
results of the regression analysis showed that perception of organizational justice plays a mediating
role between communication to resistance and change.
Keywords: Change, resistance to change, perception of justice, communication.
JEL Classification: M10, M12
1. Introduction
Global competition, new age information technologies, global economic crises, new
political strategies and rapidly evolving consumption trends are stimulants for organizational
change. Organizations must implement continuous and transformational change to remain
competitive (Cohen, 1999). For instance, Forbes published its first Top 100 Companies list in
1917. It re-printed it in 1987, showing that 61 of the original 100 companies has no longer
existed (Foster & Kaplan, 2001). This shows that in today’s dynamic world, organizations must
change or go out of business.
So, organizational change has become a very popular subject for scholars and
researchers. Organizations have been spending huge amounts of money, time and human
capital to be successful in their change efforts. However, Beer, Eisenstat and Spector (1990)
noted that change programs often failed or made situations worse. Such results have led
researchers and practitioners to search how organizations can successfully accomplish
change processes. The reasons for failure in the change process were found as technological
difficulties and lack of money, but most importantly, human related problems (Lawrence,
1954 cited in Foster, 2008).
The Role of Corporate Communication and Perception of Justice during Organizational Change Process
Business and Economics Research Journal
5(4)2014
144
There are several studies that have attempted to understand and predict emp ...
Business and Economics Research Journal Volume 5 Number .docx
Gerald Lee EDF5671 Assignment 2
1. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
Pg1
Faculty Of Leadership
Monash University
Unit ID: EDF 5671
Unit Title: Leadership Challenge Project
Name: Lee Min Long Gerald
Student ID: 27217469
2. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
Pg2
Table&of&Contents&
LEADERSHIP*CHALLENGE*DESIGN*.......................................................................................*3!
1.!!Introduction*..................................................................................................................*3!
2.**Project*Rationale*...........................................................................................................*3!
3.**Literature*Review*..........................................................................................................*4!
3.1 Factors That May Influence Receptiveness To Change By Baby Boomers*...............................*5!
3.2 Current Approaches To Foster And Hasten Receptiveness To Change*.....................................*9!
4.**Approach*....................................................................................................................*13!
5.**Ethical*considerations*.................................................................................................*13!
6.**Findings*(Case)*............................................................................................................*14!
7.**Analysis*.......................................................................................................................*15!
8.**Limitations*..................................................................................................................*20!
9.**Conclusion*..................................................................................................................*20!
10.*Reflections*.................................................................................................................*22!
3. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
Pg3
LEADERSHIP CHALLENGE DESIGN
1. Introduction
In my professional practice as an organisational development consultant, my objective
is to assist organisational leaders to reach their organisational goals by providing
insights into their organisations. Upon the provision of insights to the organisational
leaders, the organisation will undergo “surgery” to eradicate unnecessary processes
and policies which impede the fulfilment of organisational goals.
Organizational change has been defined as a planned alteration in the normal patterns
or activities within an organization, which is initiated from a position of authority and
intended to improve the organizational effectiveness (Argyris, 1970; Ott, 1996;
Beckhad, 1969). The main purpose of organisational change is to make continuous
improvement in order to adjust to the environment changes (Weick, & Quinn, 1999).
Organizational change occurs as a reaction to an ever-changing environment, a
response to a current crisis situation, or is triggered by a leader. Successful
implementation of organisational change is not a matter of adjustment alone, but it
requires the receptiveness of change from all organisational leaders. In organisations
with a hierarchical structure, the positive receptiveness to change from all
organisational leaders is essential to reach their organisational goals rather than
working from the bottom line towards the top management.
During the organisational change process, I have found low receptiveness to
positively respond to change from organisational leaders particularly from the baby
boomers (1946 – 1964). In my professional experience, this has led to the termination
of numerous change initiatives that were meant to increase the organisational
sustainability and success.
2. Project Rationale
The rationale of this project stems from what I feel as the tremendous effort it takes in
the practice of organisational development to influence leaders of the older generation
(baby boomers) to become more receptive to and implement change. I feel that I
expend time on this in my practice, which does not bear out in the transfer of such
4. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
Pg4
learning into practice. I feel that the time feels wasted and could be better spent to
implement more intervention strategies to increase organisational sustainability. By
embarking on this project, I seek to explore my practice around fostering change
among older leaders. I also seek to examine the evidence that may explain the levels
of receptiveness to change among older generational leaders. I will explore the
implications of this evidence for the ways I might work with these leaders so that they
may more efficiently and effectively be open to and lead change.
There are many topics that can be considered to attain successful organisational
change such as human resource capability development, work processes development,
conflict management and many more. For the purpose of this research, this paper will
focus on the factors on that influence the receptiveness to change among older leaders
in organisations and the approaches that may foster and hasten their increased
receptiveness.
The research questions that will guide this research are:
1) What are the factors that influence the receptiveness to change among older
leaders (Baby Boomers) in organisations?
2) What is the nature of my experience of supporting change among older leaders in
organizations and what approaches may help to foster and hasten their
receptiveness to change?
3. Literature Review
Leadership is a critical component for successful organisational policy
implementation and change management. The role of the organisational leader is to
shift the people’s perspectives in a manner that it aligns with the organisational vision.
Whiteley (1995) concludes that the division of “change strategists” (senior
management), ‘change implementers’ and ‘change recipients’ maintains the status
5. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
Pg5
quo, as recipients do not conduct any organisational design activity. It is the
organisational leaders’ (change strategists) task to help their people accept change.
Lorenzi and Riley (2000) suggested that the resistance to change by employees could
be greatly reduced by effective leadership. It is clear that the organisational leaders’
high receptiveness to change has a positive impact on the successful implementation
of organisational change. For the purpose of this research, the literature review will be
broken up into 2 sections namely (a) factors that may influence receptiveness to
change by leaders who are baby boomers and (b) current approaches to foster and
hasten receptiveness to change.
3.1 Factors That May Influence Receptiveness To Change By Baby Boomers
Stiff Competition
A review of the literature by Wong, et al., (2008) suggested that baby boomers value
on-job security and a stable collegial working environment. Baby boomers tend to
embrace change and have a commitment to work that includes loyalty to the employer.
On the other hand, Rath (1999) argued that baby boomers do not generally prefer to
change. In addition, Matthew Legas & Cynthia (2011) outlined that stiff competition
within an organization suggests that boomers will see generation X co-workers climb
the corporate ladder faster than they did. Stiff competition may cause individuals to
respond to change negatively or positively. The evidence above mentioned could be
part of stereotypes of baby boomers and may occur to any of the other generations
(gen x and y). Utilising a positive perspective, baby boomers might use this
opportunity to showcase their adaptability to change and thus be held in higher esteem
despite their age. From a negative perspective, boomers may choose to hold onto their
authority tighter than before and thus prefer not to change the status quo. The two
perspectives allow us to see how the receptiveness to change could be influenced by
their mind-sets.
Preference For Status Quo
In a research by Bourne (2009), the qualitative findings showed that 50% of
participants (24 individuals) described baby boomers as disliking change, being
change resistant, slow or not accepting of change, and set in their ways. Only 8%
6. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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described boomers as appreciating change. !The baby boomers responded that they
like things to stay the way they were, resist change, and do not want to change things
that are not broken. This could suggest that the boomers prefer not to be in a state of
uncertainty, which may suggest that the personality preferences of the baby boomer
leaders is one factor that influences their receptiveness to change.
Feedback
Employees in each of the generations differ in the extent to which they require
feedback. Feedback is a mechanism used to provide an individual with information on
what needs to be improved. In a study by deal (2007), it was evident that the baby
boomers may feel insulted when feedback is given to them when compared to the
younger generation (gen X & Y). The inability or ability to accept feedback suggests
that it may be a considerable factor that influences the boomer’s ability to accept
change.
Ageism Discrimination
The common misconception that arises in the workplace is that one’s performance
declines with age (Dennis & Thomas, 2007). This suggests an ageist phenomenon that
baby boomers may be left out of development opportunities. In addition, there was
evidence suggesting that some organizations intentionally close off career paths and
training opportunities for mature workers (Agelessons.com, 2008). In 2006, the Anti-
Ageism Taskforce identified that such a phenomenon could be described as
intentional ageism, which means that deliberate practices are utilized against the older
individuals due to personal biases. The current stereotypes and myths of the baby
boomers might fuel the existing age discriminations in organisations. Based on the
context above, the baby boomers that are being subjected to constant discrimination
may exhibit negative behaviours such as reduced willingness to change or learn. This
provides us with an indicator that ageism discrimination could be factor that inhibits
receptiveness to change amongst the baby boomers.
7. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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Lack Of Social Interaction
Baby boomers have been identified to value on-job security and a stable working
environment (Hart, 2006; Smola & Sutton, 2002; Loomis, 2000). Other literatures
have described baby boomers as possessing qualities such as loyalty, idealism and
optimism (Hart, 2006; Loomis, 2000). Another perspective of baby boomers is that
they are more likely to focus on consensus building (Hart, 2006; Kupperschmidt,
2000). In the research by Melissa, et al., (2008), it was observed that the baby
boomers in the sample group were more likely to be holding a fairly senior position
and are required to work more independently. This implies that there is less of a need
for baby boomers to socialize as compared to the junior employees. The decrease in
social interaction with people at work may lead to the baby boomers to feel isolated
from the rest of the generation. The feeling of isolation felt by baby boomers could
suggest that they may be maladaptive during times of change, an increase in
maladaptive mechanisms could suggest that baby boomers could have less mental
energy to cope with organizational change (de Board, 1983). Humans require some
degree of social interactions in order to survive (Goleman, 2006). One factor that
influences the receptiveness to change could be the lack of social interaction within
the workplace.
Perceived Value Of Change
Individuals within an organization may be subjected to changes during their tenure as
employees. The perceived value of the organisational change is either positive or
negative based on how the individuals react to the intended change. In essence,
individuals who are likely to resist change are not merely a function of their
dispositional stance toward perceived discrepancies from the status quo, but also on
ethical and strategic grounds, when change is not perceived as beneficial to the
organization and its stakeholders (Agocs, 1997; Oreg, 2006; Piderit, 2000). Baby
boomer leaders who perceived the organizational change as not being beneficial may
influence the rest of the baby boomers’ positive perception of the intended
organizational change. The effect of negative or positive perceived value of
organizational change can influence the baby boomer’s receptiveness to change.
8. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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Learning Culture
The emerging need for an effective learning organisation will supersede the
importance of profits; the lack of knowledge acquisition leads to shorter product life
span (Owen, 1991). A learning culture encourages the employees and leaders to have
an open mind-set to change when knowledge acquisition becomes part of the
organisation’s daily tasks. The culture of an organisation can be defined as a
distinctive feature that separates groups as a result of the programming of the human
mind (Hofstede & Hofstede, 2005). This implies that the organisational culture has a
great impact on how people respond to change. Baby boomer leaders who are in pre-
existing organisational cultures where knowledge acquisition is not part of the
organisation’s protocol may find that responding positively to change may be an
arduous task.
Power And Authority
The concept of power and authority in organisations can affect an individual’s range
of command, control and autonomy. Power can be observed in many different social
settings such as workplaces, public places and even casual events. Power, as most
commonly defined, is therefore inherently relational, in that power exists only in
relation to others, whereby low-power parties depend on high-power parties to obtain
rewards and avoid punishments (Emerson, 1962; Thibaut & Kelley, 1959). The
concept of authority is complex and is typically entangled in the organisational
structures to create order within the organisation. Organisations rely on authority
procedures in completing production and distribution of goods rather than negotiation
and exchange (Coase, 1937). Managers follow a mandate that have been given by
their superiors to execute their daily tasks that include instructing, managing and
coordinating. In the case of baby boomer leaders who are assumed to be in positions
of authority may see that they lack the power over the organisational change
initiatives. A lack of power by an individual could mean the lack of control and
autonomy, which may mean being more susceptible to undesirable treatment and
lowered job satisfaction and morale (Keltner et al. 2003). This lack of power in an
organisation by the baby boomer leaders may suggest a steep decline in personal
motivation or morale to accept organisational changes positively. Therefore, the
9. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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amount of power that baby boomer leaders possess though in a position of authority
may influence their receptiveness to change.
3.2 Current Approaches To Foster And Hasten Receptiveness To Change
Involvement In Decision Making Process
The receptiveness to change by the senior management team in an organisation is
essential to the overall organisational success. Lines (2004) suggested that leaders
who involve relevant people in decisions regarding the change initiative are more
likely to have a successful change process. This approach suggests that the
organisational leaders should include the vital people (e.g. baby boomers) in their
leadership team to get them on board with the changes first. However, the baby
boomers may be seen in a negative perspective if they keep showing displeasure
during the change process. Therefore, the approach to include baby boomers into the
decision making or change process needs to be executed properly without increasing
any likelihood of embarrassment to them.
Action Learning Process
Kathleen (2009) found that the boomers responded well to the action learning process.
The learning was motivated by the need to preserve one’s well-being, self
improvement, making connections, identifying next steps to live more fully, and
adapting to changes in an uncertain, turbulent, and rapidly evolving world. However,
the study was unable to examine how baby boomers manage their work and personal
lives during the changing times. The findings suggest that action learning could be
one of the approaches to influence the receptiveness to change by boomers.
T.E.A.M Approach
The TEAM (i.e. Team Composition, Education & Training, Awareness and
Mentoring) approach outlined in a study by Jane, et al., (2010) stated that it assists in
the engagement of the baby boomers. Firstly, the team composition of the
organization needs to arranged in such a way that the baby boomers can be leveraged
upon to transfer tacit knowledge and experience to the younger generation (gen x and
10. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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y). Secondly, education & training in the areas of integenerational diversity have been
implemented. The introduction of diversity training has been shown to aid in the
reduction of ageism discrimination by allowing the baby boomers to understand the
values of the younger generations and vice versa (Gibson & Kimis, 2005). Thirdly,
the human resource departments need to raise the awareness of legal and ethical
implications towards workplace ageism discrimination. This allows the baby boomers
to feel that they are still of value to the organization. Fourthly, mentoring by the baby
boomers to the younger generation could be used as opportunities for interaction and
thus biased perceptions from the younger generation may diminish. The four points
explained above helps to reduce ageism discrimination, which in turn helps to allay
the fears that the baby boomers may possess due to job security. Upon the successful
reduction of uncertainty, the baby boomers’ receptiveness to change might increase.
Prompt And Useful Information
At the outset of any organizational change, the presence of uncertainty is relatively
high compared to an organization that remains at status quo. This uncertainty could be
due to the lack of information regarding the process and intended outcomes can
be more stressful to employees than the practical aspects of the change
(Schweiger & Denisi, 1991; Schweiger & Walsh, 1990). In today’s practice,
when employees especially baby boomers are given prompt and useful
information about the eminent change, the evaluation of change becomes more
positive and thus exhibit more willingness and receptiveness to change (Miller
et al., 1994; Wanberg & Banas, 2000). This implies that there is a need to
inform employees about the change as early as possible to increase the
receptiveness to change.
Education, Open Communication, Change Agents And Support
The usage of contingent rewards or punishment has been popular amongst consultants
to modify behaviours. It assumes that the repetition of behaviours is high especially
when it leads to positive consequences in comparison to negative consequences
(Desler, 2007). Mooketsi (2009) suggested four approaches that could be utilized to
foster and hasten the receptiveness to change by people. Firstly, the use of education
11. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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and communication is adopted to ensure that the intended people are well informed
about the eminent changes. This approach differs from the work of Schweiger &
Denisi (1991) as it involves bringing the intended people through the analytical
process of reaching the final decision rather than informing them. Secondly, the baby
boomers could be given access to open communication especially from the board of
directors. This allows the baby boomers to be able to clarify any doubts that they may
have. Open communication minimizes speculations, wrong perceptions and rumours.
Thirdly, it is useful to allow the baby boomers to be involved in the change process
with an identity as change agents. In the process of involvement, the baby boomers
are somewhat compelled to be committed to the implementation of change.
Formidable resistance is unlikely to come from the baby boomers, as they are
involved in the change process. Fourthly, the baby boomers that may be observed to
be reluctant to change could be experiencing maladjustment. Baby boomer leaders
could be given access to facilitation and support internally or externally (e.g.
organizational psychologist, counsellors, peers etc.). These factors seemed to overlap
with the factors as shown under the T.E.A.M approach. The four suggested
approaches that were mentioned above do help to alleviate the situation by means of
informing and getting them involved.
Kurt Lewin’s Change Management Model
In change management, a popular approach used is Kurt Lewin’s change management
model that is used to overcome the resistance to change. The three phases include
unfreezing, transition and freezing and they have been a success in implementation
change. Firstly, unfreezing targets that forces associated with struggles to maintain the
status quo and inflict a positive mind to organizations and individuals. It presents an
event that leaves people to appreciate the need for change giving them the urge to
seek for new solutions (Connelly, 2014). Secondly, Lewin emphasized that need for
new values, behaviours and attitudes to be created to cope with the new organizational
changes. This transitional phase will have a shift in the current organisational
structure and processes to affect change on the current ways of tackling issues. This
step has been known to help individuals to submit and stay committed to the changes.
Thirdly, the freezing phase where leaders need to recognize the achievements that was
generated from the change process. In addition, the use of a force field analysis can
12. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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help to point out the obstacles and maintain an optimistic perspective to new changes.
(Connelly, 2014). The force field analysis is a tool that helps the organization to
identify that driving and restraining forces, which then translates into the formulation
of a gap identification. Once the gap is identified, the organization can plan their
action steps to get to their desired outcome. Lewin’s 3-step model takes an approach
from an organisational perspective rather than an individual perspective. However,
this can be mapped across to the baby boomer leaders to foster and hasten the
receptiveness to change.
John Kotter’s 8 Step Change Model
John Kotter’s 8 steps to successful change is another popular approach, which has
overlaps with Kurt Lewin’s work. As mentioned in section 3.2, the amount of power
an individual possess can influence their receptiveness to change. John Kotter’s
second step on creating a guiding coalition as shown in table 1 suggests that forming a
group with enough power may be more practical.
Table 1. John Kotter’s 8 Steps Change Model.
Adapted from Kotter, John P., and Dan S. Cohen. The Heart of Change. Boston, MA: Harvard Business School
Press, 2002.
The main difference between Kurt Lewin’s work and John Kotter is the forming of
groups to manage the change rather than targeting the individual’s urge to seek new
solutions. The approach to increase the receptiveness to change by the baby boomer
leaders could be to gather each of the baby boomer leaders into groups that are made
up of optimistic leaders from the veterans (1922 – 1946) or generation X (1964 –
1980). This may help the baby boomer leaders’ perspective towards the intended
13. EDF5671 Assignment 2 Lee Min Long Gerald (27217469)
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organizational changes to become optimistic following the continuation of the 6 other
steps in Kotter’s change model.
4. Approach
To address my research question, the qualitative research approach has been adopted
for exploring and understanding the meaning that is ascribed to the receptiveness to
change by the older generational leaders (baby boomers). To address research question
1, I utilised the secondary data collection method (literature review) to establish what
has been researched on by academics with regards to the factors that influence
receptiveness to change by older leaders (baby boomers) and what approaches have
been used. Due to the limited time to conduct research, the literature review has been
selected to give an overview of what is current in the field of receptiveness to change.
In addition, it adds a foundation to substantiate my recommendations.
To address research question 2, I chose the primary data collection method (case) to
build a case of my professional experience as an organisational development consultant
when I am dealing with older generational leaders. This approach is the most suitable
because it helps to enhance the theory generating capabilities of the case, and to provide
additional validity to assertions made by myself in the case itself.
To analyse the data, I will be utilising the thematic approach by Miles and Huberman
(1994) framework. Through the thematic approach to analysis, it allows me to seek
trends, patterns and ideas between the literature review and the case. In addition, the
analysis enables me to break down the concepts into smaller chunks to develop my
recommendations in this research.
5. Ethical considerations
As the data sources of my research are literature review and a case from my
professional experience, there are no ethical considerations to be applied.
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6. Findings (Case)
Calling The Elephant In The Room
Who dares to aggravate the elephant in the room?
Who wants to confront the elephant in the room?
No one else but me, an organizational consultant who bothers to tell leaders about the
truth. The truth hurts when my clients hear what I have to say. However, many of the
leaders from the baby boomer generation expect me to tell them the things that they
would love like to hear. For example:
“ Your organization is doing extremely well, the problem is not yours, it is the
economy”
“ Your leadership is fantastic, it is not the root cause of the problem in your
organization”
In my professional life, I am constantly challenged by my clients because they are
resistant to change and feedback. I had to keep telling myself that this is just a passing
phase as people may be in the first stage of the negative response model, denial.
I had a recent brush with a regional HR (human resource) director, a baby boomer
leader, who rejected all my proposed ideas time after time. The plans were to increase
the line of sight of the HR team’s initiatives by holding 3 major events this year to
gather buy-in from their bottom line. The event had to be filled with excitement and
fun to make it light hearted. The regional HR director’s response was that he knows
his people every well, they will not attend and this is a waste of time and money. In
addition, he mentioned that the workers are uneducated and they will not understand
what we do for them.
My instincts told me that the elephant in the room is the regional HR director but I
cannot give him the feedback directly. I deviated from my original plans and began to
initiate my new plans from the bottom line, which is an effective but arduous method.
I conducted 80 one-to-one interviews regarding the impression that the bottom line
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had about the regional director instead of the intended interview of assessing the
organizational health as planned. The outstanding keywords from the interviews were
ignorant, unfair and obnoxious. I asked myself a few questions?
Should I give him the data as it is?
Should I manipulate the data and make it seem that everyone is pleased with
him?
It was frustrating when my other projects went as smooth as butter and my
recommendations were taken into action to achieve organizational success. I decided
to confront my apprehension and called him out for drinks. During that session, I laid
all my cards on the table and told him about what others and I felt about his negative
actions and behaviours. Through that session, he revealed his true feelings and shared
that he felt insecure about his job and that he is afraid that the younger generation will
replace him. It suddenly occurred to me that all he needed for a listening ear and
someone who understands him.
Authentic Relationship Lasts, Not Being A Mere Acquaintance
I realised that as an organizational consultant, my job was not just to push
organizations towards excellence but also to build genuine relationships with my
clients especially the baby boomer leaders. If I had focused on building genuine
relationships at the beginning, it would have saved me a lot of frustration and
unnecessary pain. Change does not happen overnight, people need to feel that they are
being heard and feel wanted before embarking on the journey of change. It seems that
being the one to call the elephant in the room might be difficult but I am glad I did. In
the end, all employees attended the 3 events and increased the level of employee
engagement by 12%, which was evident in the employee engagement results and
turnover analysis.
7. Analysis
In sections 3 and 4, we discussed about the influencing factors for receptiveness to
change, approaches to hasten and foster the receptiveness to change and a case of my
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own professional experience. In section 3, the literature suggests that there are 8
influencing factors and 13 approaches to the receptiveness to change by baby boomer
leaders. It is essential to note that the perspective of baby boomers by the younger
generation leans towards personalities such as change resistant and high preference
for status quo as evident in section 3.
For the purpose of analysis, the qualitative data analysis used is based on Miles and
Huberman (1994) framework. Based on the secondary data (literature review), 3
themes emerge namely organizational culture, social and perceived value of change as
shown in the table 2.
Table 2. Themes based on data from literature review
With reference to the analysis from table 2, it is evident that the current approaches
outlined provide solutions to solve the themes of organizational culture and to shift
the perceived value of change. At the same time, it seems to suggest that the
organizational culture is essentially one of most important factors to tackle as
numerous literatures has been reviewed on it. If the organizational culture were such
Themes Influencing Factors Current Approaches
Organizational
Culture
• Stiff Competition
• Acceptance Of Feedback
• Ageism Discrimination
• Learning Culture
• Action Learning
• Team Composition
• Education & Training
• Awareness
• Mentoring
• Kurt Lewin’s Change Model
Social • Reduced Social Interaction
• Power & Authority
• John Kotter’s Change Model –
Particularly Step 2
Perceived Value Of
Change
• Change Not Perceived As
Beneficial
• Open Communication
• Baby Boomers as Change Agents
• Given Prompt And Useful
Information About The Change
• Facilitation & Support For Baby
Boomers
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that it promotes individual success in comparison to team success, the behaviours of
the leaders would be such that it becomes a survival of the fittest. This survival of the
fittest mentality can lead to baby boomer leaders like in the case (section 6) to become
highly resistant to change. On the other hand, if an organization promotes creativity
and innovation, the receptiveness to change may be a lot more positive than in the
previous culture. The current literature, however, does not shed much light on the
social aspect that may be influencing the baby boomer leaders’ receptiveness to
change as well as the current approach to foster receptiveness to change.
The baby boomer leader’s social circle of influence does seem to have an effect on
their self esteem as evident in the case (section 6). There have been instances where
CEOs of organizations are committing themselves to engage with their bottom line
because they understand that there is a need to increase their line of sight with their
people in order to make informed organizational decisions especially in change
management. The lack of social interaction can also explain why some baby boomer
leaders may feel that they are in positions of authority without power. The lack of
power can affect the perspective of the baby boomer leaders towards being more
negative than before. A “snowball effect” can be observed, meaning that the one
influencing factor can be a catalyst for another. The main concern is to prevent a
situation where the snowball is too large to handle.
In relation to the case (section 6), the baby boomer leader resisted change from the
beginning and was adamant that he understands everything about his people. It
seemed that the leader was rejecting not only changes but also help or assistance from
people. Unfortunately, this negative behaviour seems to suggest that the level of
egocentricity in the leader is relatively high.
What can we infer from the case?
Firstly, the high levels of egocentricity of baby boomer leaders or leaders from any of
the generations can lead to a high resistance to change. For example, a leader with
high levels of ego is less likely to attend courses to learn new things from others. The
current approaches in the literature review overlooked the fact that the egotism of the
leader could be a major factor that may impedes the receptiveness to change by the
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baby boomer leaders. For example, one of the current approaches is to include the
baby boomer leaders in the decision making process which then assumes that the
leader would like to be in the process in the first place. In a study on Abraham
Maslow’s concept of self-transcendence impact on organizations by Henry (2012), he
outlined that people’s narrow interpretation of the Maslow’s theory in the over-
emphasis on highest order of need (self actualization) can encourage organizational
leaders’ egos to spin out of control. Unfortunately, organizational leaders operating
from this level of self-actualization with a predominant egocentric focus are in danger
of becoming narrow minded, distorted and run the risk of losing the ability to
understand or empathize with the plight of others. The inability to empathize with
others may give rise to the influencing factors such as ageism discrimination, inability
to accept feedback and having authority with no power. Overconfidence contributes to
a number of decision-making biases such as (a) inhibition of subordinate voice
(Ferguson et al. 2010, Locke & Anderson 2010, Tost et al. 2013), (b) reluctance to
accept useful advice from others (Tost et al. 2012), (c) excessive risk taking
(Anderson & Galinsky 2006, Inesi 2010, Lewellyn & Muller-Kahle 2012). It is
evident that power can lead to power holders forming decision biases and may result
in the loss of power in the long run. The points made above may help to explain the
presence of the influencing factors in table 2.
Secondly, during the process of organizational change, it is important that the human
element needs to be the top organizational priority. In the case (section 6), the
regional HR director was neglected in the process of change. In most organizational
change initiatives, the emphasis tends to reflect upon the rapid speed of change rather
than to consider the human elements first. People tend to feel a sense of trust and
safety when the 5 domains of the SCARF (i.e. Status, Certainty, Autonomy,
Relatedness and Fairness) model are being fulfilled (Rock, 2008). The 2 most
important domains are relatedness and fairness especially during the times of
organizational change instability. People need to feel like that the change is relatable
and fair in their perspective before they would open up to receive change. This is
inline with the theme on the perceived value of change by the individual.
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Thirdly, the personal life experiences of baby boomer leaders can have an impact on
the receptiveness to change. The baby boomer generation was brought up with the
perception that working hard and organizational loyalty equates to job security (Rath,
1999). The perception of “job security” may be elusive in the 21st
century due to the
ever-changing socio-economic factors. In the context of the case, the regional HR
director’s maladaptive behaviours towards change could be motivated by the
insecurities that he was experiencing. This could explain the presence of influencing
factors such as the inability to accept feedback, preference for status quo and stiff
competition within an organization.
Lastly, organizations need to be flexible in the execution of organizational change
particularly for influencing the receptiveness to change by baby boomer leaders. As
evident in the case, in my professional practice, there was an urgent need to shift
away from my initial plans to influence the regional HR director to see my point of
view. This establishes the fact that the approaches mentioned in section 3 should not
be utilised as a step-by-step guide to influencing receptiveness to change, the
approaches should be considered based on the context and situation it is being applied
to.
What can we infer from the case and literature review as a whole?
In response to the research questions 1 and 2, the decisions made by the top
organisational leaders will have the greatest impact on how their senior management,
middle management and bottom line react to organizational change initiatives. In
most modern organisations, employees’ talents can be tapped by keeping employees
well informed about all the important affairs of its business and involving them in
decision-making at all levels (Hewitt, 2002). Employee involvement in decision-
making helps in creating a sense of belongingness among the employees, which helps
in creating a good congenial working environment and contributes towards building a
good employer-employee relationship (Noah, 2008). At the same time, it is essential
to note that the way to manage the senior management could be vastly different from
how the middle management and bottom line are managed. The top management
needs to acknowledge the fact that there is a gap between the baby boomer leaders
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and the younger generation to foster and hasten the receptiveness to change. In
addition, Hollenbeck (2000) concurred that decision-making authority and
responsibility for coordination should reside at the top of the organisational chart. At
times, the top management needs to “confront the elephant in the room” rather than
waiting for the undesirable outcomes of not doing it in the first place.
8. Limitations
One of the major limitations in this research project is that the literature review is
based on a western context; there is lack of literature regarding receptiveness to
change in an Asian context particularly for baby boomer leaders. The lack of
information on the Asian context meant that the project had to revolve around
generalizations of western organizations.
The next limitation is the lack of available baby boomer leaders who were willing to
be part of this research. It would have been a great addition that would provide the
research with a broader spectrum of factors and suitable approaches. Through the
utilization of a case instead of interviews, it provided a limited depth to the answers to
the research question. Nonetheless, it is still sufficient to for this leadership challenge
project.
9. Conclusion
The research was set out to explore in baby boomer leaders revolving around 3 main
areas namely (1) the factors that influence receptiveness to change, (2) the nature of
my experience in support change and (3) the approaches that can help to foster or
hasten the receptiveness to change. The studies in the literature review showed that
there is an emphasis around the organizational culture and perceived value of change
by the baby boomer leaders rather than the social aspect.
The work of Melissa, et al., (2008) synchronises with Goleman (2006), which
elaborates the fact that social interaction within an organization is essential. This
brings about a point that increased social interaction within an organization can help
to answer both research questions. The approaches mentioned in section 3.2 require a
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certain degree of social interaction between the leaders or employees to foster and
hasten the baby boomer leaders’ receptiveness to change. The urgent need for social
interaction presented itself distinctly in the case (section 6) as the regional HR
director needed someone who understands him. With reference to Abraham Maslow’s
hierarchy of needs, the need for sense of love and belonging comes before the need
for self-esteem; this implies that organizations need to fulfil the level of social
interaction before anything else. It is important to note the egocentricity of the
individual needs to be displaced before proceeding.
Upon the fulfilment of social interaction aspect, the next approach would be for top
management of the organizations to deal with the organizational culture by the means
of the approaches outline in table 2. Using the approach outlined by Kathleen (2009),
action learning can be used to find solutions by gathering a group of individuals to ask
relevant questions to reach a conclusion. The organizational culture should strive
towards a learning organization as outlined by Owen (1991) and the actions to be
taken will be the T.E.A.M approach by Jane, et al., (2010). On top of that, if the
organization finds that there is ageism discrimination in the workplace, it is necessary
to address it before applying any of the other approaches.
Once the organizational culture is in place, the last step would be to deal with the
baby boomer leader’s perceived value of change. This can be achieved by applying
the approaches outlined in table 2 in the following order (1) Give prompt and useful
information, (2) provide open communication, (3) facilitation and support by top
management and (4) selecting baby boomer leaders as change agents. The logical
order of approaches provides the baby boomer leaders to have enough information
and time to react to the intended changes by the organization. It is essential that this
process is handled with care by applying the SCARF model (Rock, 2008).
The process of organizational change can range from 6 months to 3 years to establish
stability. Top organizational leaders need to be alert and agile to be able to steer the
organizational ship through the economic storms.
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An interesting extension of this research would be to investigate the factors that
influence the preference for younger generational leaders( Gen X and Y) compared to
the older generational leaders (Veterans and Baby Boomers).
10. Reflections
Through this research, I have learnt a lot about myself in my professional practice through the
eyes of being from generation Y. There were times when I was writing my case that I may
have be biased and expressed some form of discrimination against the older generational
leaders. It hit upon me on the point during my analysis about egocentricity; there were times
that I was guilty of exercising my ego when my proposed plans were rejected on numerous
occasions. I need to improve in 3 areas namely (1) patience, (2) humility and (3) being
assertive.
Patience
In my professional practice, I get rather impatient when my clients push back the timelines
that causes a huge disruption to my project timelines. During the research for the literature
review, I was rather impatient wanting to find the literature fast and noticed that it was not
getting me nearer to my goal of completion. I committed to sitting at the café for as long as I
take to source out the literature required. I have learnt to slow down and give deep thought to
things in my life.
Humility
Though I am in Gen Y, this research has allowed me to appreciate what baby boomer leaders
may be subjected to in their workplaces. It saddens me to read or hear about ageism
discrimination, it has encouraged me to work on humility. To reduce any form of
egocentricity as it may cause me to lose my own team.
Being Assertive
On 2nd
June 2016, I received a call from my client at 8.50 pm and was busy with the
leadership challenge project. I used to be at the beck and call of clients. I decided not to pick
the call and messaged back to call me the next morning. I realised that similar occurrences
like that with my other clients would make them think that I can be taken advantage of.
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