Leading Change
...even the most seasoned professional. While the management of the changing organization is focused on improving efficiency, quality and profit and ensuring the future of the organization; the employees are often hesitant and frightened of what the new initiatives mean for their job security and job satisfaction. The current paper provides an overview of a fictional corporation named Good Sport and the organizational culture and structure that exist. Strategies for influencing power and politics in this organization are highlighted. Finally strategies for managing and implementing a major change at Good Sport are discussed.
Good Sport Overview
Good Sport is a fitness equipment manufacturer that was founded a decade and a half ago by a former National Basketball Association player who now acts as the Chairman of the Board. Good Sport's product line includes treadmills, bicycles, steppers and rowers and they market to individuals, as well as, fitness clubs, hotels and hospitals. The organization has steadily grown over the years and now operates in the states of Florida, Georgia, North Carolina and South Carolina.
Good Sport has a clear organizational structure with the following four departments: Production, Research and Development, Sales and Finance. Each of the aforementioned departments has a Vice President, a Senior Manager and a Team Manager. The Vice Presidents all report directly to the Chief Executive Officer.
"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). Obviously the common bond that aligns all of the various departments is their commitment to fitness and style. It appears that another common thread is respect for the corporation's executives who have remained loyal and employed...
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