Running Head: Leading Change
University of Phoenix
Originally stated by Mark Sanborn, “Your success in life isn't based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business” (Leadership Now, 2009). Change is inevitable and to be successful during times of change, organizations and individuals need to be open and adaptable to what the future will bringfuture challenges. Leading individuals of an organization through change can be very trying, as to lead change in an organization’s structure one must change the culture of the organization. In doing so, many challenges will be faced from the power and politics, resistance from members of the organization and differences in leadership styles. Good opening paragraph Analyze the relationship between organizational structure and culture
Good Sport is a fitness equipment supplier with a solid foundation and has been working to expand its market both demographically and geographically. Since its founding, the company which manufactures, bikes, treadmills, rowers and other types of various fitness equipment is experiencing many internal challenges in its efforts to keep up with the ever-changing new trends. Good Sport like all organizations has internal conflicts between employees and departments, who and they must also contend with office politics and power struggles. Through effective leadership Good Sports’ management team is able to navigate through these changes and ensure future success and profitability.
Good Sport’s organizational structure is a functional structure. A functional structure is an organizational structure that organizes employees around specific knowledge or other resources (McShane & Von Glinow, 2005). Good Sport has four departments, production, sales, research and development that each contribute towards the common goal and vision of the company. Within each of the departments other organizational structures are visible but on a smaller level. Good Sport promotes a strong corporate culture that is centered on providing good quality fitness equipment to organizations and individuals in the community while maximizing financial profitability. By defining what is and is not important in the company, the organizational culture is the basic pattern of shared assumptions, values, and beliefs governing the way employees within an organization think about and act on problems and opportunities (McShane & Von Glinow, 2005). By developing a unified culture at Good Sport, the company builds a healthy environment for its employees, which helps to promote maximization of productivity. With employees working in the culture and sharing common goals the goals are able to be accomplished through a team effort.
The team unifying culture (good point) that Good Sport has adopted is very important to the success of the functional structure the company. At Good Sport each of the departments works independently towards a common goal of providing innovative quality fitness equipment to consumers. If the culture of Good Sport was not team unifying the functional organizational structure of the company would struggle.
An organization’s culture can guide the conduct of its employees by entrenching ethical values in its dominant culture (McShane& Von Glinow, 2005). Good Sport has adopted an open and above board way of dealing with internal issues into its culture. Barriers such as secrecy have been eliminated, while open and honest communication allows for any negative issues to be openly discussed. By encouraging an open culture Good Sport is able to reduce the excessive control over its employees and prevent ethical problems. Although it is important that employees make decisions that are compatible with organizational objectives, and this alignment improves employee morale, loyalty, and longevity, some organizations tend to take...
References: Clegg, . (2004). Manage Power and Politics in Organizations. Available
Kotter, John p. (1996). Leading Change. Boston: Harvard Business Press.
Leadership Now (2009). Leadership Thoughts. Retrieved February 25, 2009, from
McShane, S.L. & Von Glinow, M.A. (2005). Organizational behavior: Emerging realities for the Workplace Revolution. 3e. New York: The McGraw-Hill Companies.
Points: 14 of 14
Excellent paper, Valerie! Few minor APA style issues, but you covered all the aspects of the assignments and defended your ideas and thoughts well. Enjoyed reading your work!
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