Discuss About The Understanding Social Change Model Leadership.
Janet Stone had the opportunity to join the organization during the middle part of the year 2012 as the director of the company in discussion, the International Institute for Educational Excellence or the IIEE. Janet had been well-experienced in the matters that pertain to the training and the education of the executives. Janet has also covered within her qualifications the experience as a management consultant who has been specialized in the fields of facilitation and strategies. Janet had always undertaken the roles and the responsibilities that dealt with the providing the required support to the concerned organization and had not undertaken the responsibilities of coordinating the various functions that were to be performed by the concerned organization. Janet has been depicting the qualities that are expected from a good leader. The newly appointed director of the International Institute for Educational Excellence or the IIEE had ensured the fact that the various members who had been serving the institution were satisfied with the kind of job that they were allocated and that the institution had been performing well (Waddell et al., 2016). The director had made the necessary inquiries on the financial matters that were present within the company and had made sure that she was ready to face the board of directors in the matters that were necessary for the smooth operations of the concerned educational institution in discussion, the International Institute for Educational Excellence or the IIEE.
A change agent generally refers to someone who helps the concerned organization to bring about a certain amount of transformation within itself. The change agent generally focusses on the matters that pertain to the effectiveness of the organization, the development and the improvement of the organization (Bartunek, 2014). A change agent might be classified as good in the cases where the concerned person demonstrates the quality of flexibility under the given conditions that might be evident within the organization. A successful change leader should demonstrate the possession of the knowledge in the diversified fields thereby helping them to bring about the needed change in the organizational matters that need improvement (Khavul, Chavez & Bruton, 2013). A good change leader should also depict the qualities that are needed to focus majorly on the priorities of the concerned organization and results that are expected to be achieved by the concerned organization. The good change agent is categorized by the demonstration of the qualities of holding ownership and the responsibility of the proposed changes in the organization. The change agent should also depict the skills of listening to the arguments and the suggestions that are put forth by the other members of the concerned organization. In the concerned case, Janet is observed to put forth a demonstration of the various qualities that should be present within a good change agent (Benn, Edwards & Williams, 2014). The director of the organization had initiated the number of discussions that might have proved to be helpful for the overall progress of the educational institution in the future days to come.
The frequent change in the leadership of the organization might lead to various conditions within the organization as well as in the external affairs of the organization. The frequent change in the concerned management might affect the various business goals of the company and might affect the concerned company in both positive as well as negative manners. The concerned senior leadership of the organization might face a change due to the various factors that tend to be present within the concern (Komives, 2016; Mitchell, 2013). The various factors might include the matters that pertain to the slowing down of the business, the growth of the concerned business, the relocation of the organization or the development of a new product by the company. The other factor that might help in bringing about a change in the senior leadership of the organization is the retirement of the concerned leader or the handing over of the charges of the office to the newly-appointed leaders of the organization (Goleman, 2017). The change in the senior leadership might affect the growth of the organization in both positive as well as negative manners (Johnson, 2017). The proper choice of the leadership might result in the conditions wherein the concerned company might experience a positive overall growth (Rothaermel, 2015). The change in the leadership of the organization might also affect the staffing of the organization (Grant, 2014; Van Wart, 2013). The existing staff of the organization are known to be apprehensive about the various changes that might take place in the senior leadership of the organization.
The International Institute for Educational Excellence or the IIEE had been functioning in a very smooth manner as described in the given case study. The clients of the organization had been very happy and satisfied with the services that were provided by the concerned organization. The organization had started its journey seven years back as a joint venture among the three esteemed educational institutions that have been operative in Victoria, Australia. The joint venture agreement that was signed by the representatives of the three esteemed institutions claimed that the venture was to be initially treated as a pilot project for three years and then proceed with the similar functions on yearly approval from the board created for the maintenance of the joint venture (Waddell et al., 2016). The members who had enrolled with the organization with the ulterior motive of providing the clients with the best quality of the services in the matters that pertain to the education and the training of the students on an executive level. The organization later decided on the formation of a board of members that consisted of the board members of each of the parent organization. The committee had also appointed an institute director who would have to be present as an ex-officio member on the board. The concerned organizational board of directors had faced the changes in the members of the board, only one of the initial board members had held office till date while all the other members had been changed over time.
There exist many gaps in the organizational development of the International Institute for Educational Excellence or the IIEE. The major gaps in the organization that need to be addressed are the regularity in the holding of the board meetings and the compositions as well as the presentation of the reports to the members of the board at regular intervals. The organization has not been holding board meetings for a time span of over a year. This might lead to the board members and the other concerned management bodies to develop an idea about the organizational performance that might not be the real case scenario. The current director had also expressed her concerns on discovering the fact that even after the exchange of the various emails on the part of the members of the current board and the formulation of the action plans, the concerned members of the organization had failed to implement the decided actions and the resolutions that had been agreed upon (Waddell et al., 2016). The director on further inquiry had found out the fact that the agreement of the joint venture had already expired almost a year and a quarter back which lead to the loss of the formalized identity of the organization in discussion, the International Institute for Educational Excellence or the IIEE. The other major gap in the organization that needs addressal is the fact that the board of directors of the organization should meet at regular intervals in order to ensure the proper functioning of the organization.
The recently appointed director of the organization might be advised to follow some strategies in order to address the various that exist within the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE. The director might be advised to hold the meetings with the concerned board of directors at regular intervals. Janet is also advised to share the regular updates of the organizational activities with the concerned authorities in order to help them remain informed about the activities that have been taking place and the services that the concerned institute have been offering to the clients of the same (Singh, 2013; Hesselbarth & Schaltegger, 2014). The director might also be advised to implement the changes in the organization based on the McKinsey 7S framework. The director must promote the changes that need to be brought along in the institution by laying more focus on the shared values of the organization (Ravanfar, 2015). The concerned management of the organization must make sure that all the seven elements that have been identified by the concerned model are in alignment with one another in order to assist the concerned organization to perform well (Alshaher, 2013).
Janet had helped the concerned organization, the International Institute for Educational Excellence or the IIEE in earning a huge turnover in just 15 months of her service to the organization. This had helped her to attract the attention of the board of directors who had been passive for a long time. Janet had brought about a huge change in the financial conditions as well as the popularity of the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE. The newly appointed director of the organization had been able to bring in a huge number of assignments from the clients of the company and even increased the number of the clients of the company by utilizing her social skills (Waddell et al., 2016). The newly appointed director of the company has helped in increasing the businesses of the company in both the national and the international levels. The director had also been entrusted with the duty of development of the business plan that the concerned organization might following order to bring forth the overall growth of the organization. The concerned director of the organization has been observed to be very eloquent with the practices and the manners that might help the concerned organization to attract the various clients and thereby improve the current scenario of the International Institute for Educational Excellence or the IIEE.
The various strategies that were used by Janet were the ones that lead to the attraction of the various clients of the organization. These clients also included some of the past clients of the organization who had discontinued their attachment with the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE. The newly appointed director of the organization had organized meetings both formal and informal with the various existing, past as well as the potential clients of the organization and offered them with the solution that they needed in order to revive their own business dealings (Waddell et al., 2016). The newly appointed director of the International Institute for Educational Excellence or the IIEE had aimed at gaining the trust of the clients by travelling an extra mile and helping them achieve the goals that they had planned for themselves. The director ensured that the clients of the concern received the correct type of the service that they had been promised while the company had agreed on entering the contract with the concerned client. This had led to the conditions wherein the concerned institution had regained the trust of the clients and the goodwill of the company. This had in turn provided the company with an edge over the other competitors that have been present in the global market.
Social capital refers to the networks of the various relationships that exist among the various residential members of the society wherein they might work and reside. The social capital is the factor that assists the effective functioning of the concerned society. A social capital might also be referred to the various forms of the economic and the social cultures wherein the social networks are considered to be the central matter (Dubos, 2017). The social capitals might be distinguished by the fact that the transactions here are generally marked by the virtues of trust, co-operation and reciprocity among the various members of the society (Lin, 2017). In the given case study, the newly appointed director of the International Institute for Educational Excellence or the IIEE had established a social capital within the organization by going the extra mile in order to solve the issues that the concerned clients have been facing thereby improving her trustworthiness as per the judgement of the client (Hau et al., 2013). The implementation of the social capital also helps the concerned company develop the goodwill in the minds of the concerned clients of the company which in turn might aid the overall progress of the company.
The successes of the International Institute for Educational Excellence or the IIEE that have been reported at the end of the report puts forth the various achievements that have helped the newly appointed director of the International Institute for Educational Excellence or the IIEE, Janet Stone to secure for the organization a better position in the educational industry. The director had made sure of the fact that the board of directors had agreed to be a part of the solutions that were necessary in order to bring about an overall growth of the organization. The concerned management of the organization in discussion, the International Institute for Educational Excellence or the IIEE might implement certain measures that are necessary for the achievement of the needed success in the concerned matters. The concerned management is advised to look into the fact that the board of directors of the organization met at regular intervals to discuss the various strategies that might help in bringing about a growth in the organizational performance in an entirety.
References
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Bartunek, J. M. (2014). Organizational and educational change: The life and role of a change agent group. Psychology Press.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate sustainability. Routledge.
Dubos, R. (2017). Social capital: Theory and research. Routledge.
Goleman, D. (2017). Leadership That Gets Results (Harvard Business Review Classics). Harvard Business Press.
Grant, A. M. (2014). The efficacy of executive coaching in times of organisational change. Journal of Change Management, 14(2), 258-280.
Hau, Y. S., Kim, B., Lee, H., & Kim, Y. G. (2013). The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(2), 356-366.
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Khavul, S., Chavez, H., & Bruton, G. D. (2013). When institutional change outruns the change agent: The contested terrain of entrepreneurial microfinance for those in poverty. Journal of Business Venturing, 28(1), 30-50.
Komives, S. R. (2016). Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons.
Lin, N. (2017). Building a network theory of social capital. In Social capital (pp. 3-28). Routledge.
Mitchell, G. (2013). Selecting the best theory to implement planned change. Nursing Management-UK, 20(1).
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