Exploring Managerial Effectiveness- Case Study on Motivation, Relationship Building, and Trust
Introduction
Organizational performance is vital to the survival and competitiveness of an organization. Leaders, therefore, try to improve organizational effectiveness as one of the ways to respond to change and competition in the business environment. It is, however, important to build relationships between high trust levels and different dimensions of organizational and individual performance. There is a positive relationship between individual well-being, trust, commitment, and job satisfaction, and they are known to influence trust in establishing organizational success. There is additionally a positive relationship between intrinsic motivation, overall job satisfaction, and interpersonal trust. Establishing trust in the organization can promote voluntary cooperation, extra performance and roles, team and individual satisfaction, and decision and organizational commitment. Intrinsic motivation is based on positively cherished experiences that an employee gets directly from completing tasks in their work environment, hence creating job satisfaction that may eliminate work-related tensions that may hinder employee collaboration to improve organizational performance. There is a strong connection between motivation, relationship building, trust, and organizational effectiveness, which is why organizations need to focus on ensuring that employees establish good relationships among themselves and with management, develop trust in each other and management, and remain motivated. Organizational effectiveness is also controlled by employees’ ability to perform well, which is why it is important to increase employee performance by promoting them and encouraging them to work as a team. This paper reviews the concepts of motivation, relationship building, and trust by focusing on change management in Jackson Spice Ingredients (JSI), a company initiating change by introducing new roles for managers.
Proposed Strategy
Change is important for every organization that intends to achieve effectiveness. The implementation of change includes considering both driving and opposing forces (Martínez, 2018). For effective change to occur, there is a need to strike a balance between the two forces. Driving forces are defined as the forces that positively affect and promote the desired change while opposing forces are defined as those creating obstacles in the implementation of the proposed change. They may be resources, trends, people, or information. Turner (2019) argues that these two forces exist within the organization and create an equilibrium, and as change happens and affects the weight of the driving and opposing forces, a new balance will occur, and the organization will develop an equilibrium. It is, therefore, important to constantly monitor the change process to ensure that all obstacles are eliminated.
I would propose using the Kurt Lewin model to help management in their new roles. The model is widely applied in implementing change by focusing on unfreezing, changing, and refreezing. The implementation of change includes an organization’s current state being transformed into the desired state, but this has to happen concurrently. In its implementation, leaders in the company will be required to plan activities the managers should complete in their new roles, motivate the managers to stay committed to their new roles and create structures to manage change by eliminating resistance. Activity planning includes creating a path or road map for organizational change and ensuring that specific activities and events are designed for successful change. Specific activities include integrated change tasks, progressive orientation, and explicitly tying tasks based on the goals and priorities of the change being implemented. Commitment planning is also included to identify the groups and persons whose commitment is needed for organizational change with the aim of formulating and gaining their support. The change management structure will determine the structure and direction for managing the change process, which incorporates resources for promoting change and the current leadership structure.
As mentioned earlier, one of the stages in the Kurt Lewin model is unfreezing. This stage includes creating awareness of how the status quo or current acceptability level is creating a barrier in the organization (Burnes, 2017). Old perspectives, behaviors, organizational structures, and people must be examined carefully to show employees how important a change is for the organization to maintain or create a competitive advantage. Communication is important at this stage because it ensures that employees are informed about the imminent change, the logic behind it and how they will benefit from it. The idea is that the more employees know about a change, the more they feel it is urgent and necessary, and the more motivated they are to accept the change. In this stage, the managers will be promised incentives to influence their behavior by motivating them to embrace the proposed changes. They will be given clear and concise information on the proposed change and how it will benefit the organization to ensure that they understand its importance. Any negative perceptions will be identified and eliminated to reduce resistance to change. A persuasive communication strategy will be used to spark readiness in accepting the new roles assigned to the managers and welcoming new ideas on how to effectively complete the roles.
The second stage focuses on changing, which focuses on implementing the proposed change. This stage is complicated because it includes fear and uncertainty, and people start learning new behaviors, ways of thinking, and processes (Muldoon, 2018). It is, therefore, important to include support and communication at this stage to familiarize employees with the proposed change. Employees should be reminded of the reasons for change and how it will benefit them when completely implemented. In this stage, the company will create a performance appraisal structure to reward the managers based on their performance in completing the new roles assigned to them. Turner (2019) argues that it is also important to identify, plan, and execute the right strategies to ensure that the force pushing employees toward change is more than the resistance force. Managers will also be enrolled in training and development programs to add their skills and capabilities, enabling them to complete their new roles effectively. The training programs will also include discussions on the managers’ strengths and weaknesses and threats that they should be ready to deal with in the implementation of change. Managers will also be prepared for challenges they may encounter from the changes in their roles because they may not have experience in completing their new roles. Leaders will assume the role of stabilizing the changed system to incorporate the new roles into the status quo by strengthening individual effort and support in fitting themselves into the implemented change.
The third stage will focus on freezing, which includes stabilizing, reinforcing, and solidifying the new state created by change. The changes in the organizational goals, processes, offerings, structure, or people are accepted and refrozen as the new status quo or norm (Muldoon, 2018). This stage is important in ensuring that people do not turn back to their old ways of thinking or what they were doing before the change was implemented. Leaders will focus on ensuring that the change is not lost, is incorporated into the company’s culture, and is maintained as an acceptable way of doing things and thinking. In this stage, the company will use positive acknowledgment and rewards of individualized efforts to reinforce the proposed change. The managers will be assessed to determine whether they are completing the new roles as expected. They will be encouraged to provide feedback on any challenges they may encounter and reflect on what needs to be done to improve organizational performance. Each manager will also be required to report on the challenges they face in completing the tasks assigned to them and how they dealt with the challenges. This will help other managers encountering similar obstacles to have an idea of what to do, hence improving their performance.
Conclusion
Change is important in every organization because it contributes to meeting the organization’s purpose and vision. As observed in the discussion above, monitoring change is important to ensure that opposing forces do not hinder the success of the change. It is, therefore, important for companies implementing change to create a strategy that ensures that everyone involved in the change contributes to its success. One of the effective strategies that can be considered is the Kurt Lewin model, which includes unfreezing, changing, and freezing. It is important to ensure that each of the stages in the model considers the needs of those directly affected by the change. It is also important for organizations to monitor the challenges that employees may encounter in the change implementation process. Leaders also need to create trust among employees to reduce resistance to change and increase commitment
References
Burnes, B. (2017). Kurt Lewin (1890–1947): The practical theorist. The Palgrave Handbook of Organizational Change Thinkers, 1-15. https://doi.org/10.1007/978-3-319-49820-1_13-2
Martínez, S. (2018). Enhancing change implementation through virtuous leadership. Routledge Handbook of Organizational Change in Africa, 210-224. https://doi.org/10.4324/9781315630113-13
Muldoon, J. (2018). Kurt Lewin: Organizational change. The Palgrave Handbook of Management History, 1-18. https://doi.org/10.1007/978-3-319-62348-1_32-1
Turner, P. S. (2019). Leading, managing, and facilitating organizational change. Advances in Business Strategy and Competitive Advantage, 261-282. https://doi.org/10.4018/978-1-5225-6155-2.ch013
Wensing, M., Laurant, M., Ouwens, M., & Wollersheim, H. (2013). Organizational implementation strategies for change. Improving Patient Care, 240-253. https://doi.org/10.1002/
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Question 
Purpose:
The purpose of this project is to examine your understanding of the roles and skills of managers and to develop strategies to implement goals and strategies. Using a case study, you will be asked to demonstrate how motivation, relationship-building, and trust affect organizational effectiveness.
Exploring Managerial Effectiveness- Case Study on Motivation, Relationship Building, and Trust
Step 1: Carefully read the case study below.
Step 2: Comprise a 5-6 page paper (excluding the title page and reference list page) that includes ALL of the following points:
Research the concepts of motivation, trust, and behavior as they individually and collectively relate to the ability of leaders to create sound management relationships that ultimately lead to successful organizations.
Apply your research on the concepts of motivation, trust, and behavior to the relationship-building issues identified in the case study.
Develop a forward strategy for leadership, and management that focuses on relationship building, diversity and trust that will help the organization implement these new strategies.
Explain the reasoning/conclusions behind your plan elements and support them with your research, class materials, and case-study facts.
Analyze how the plan/strategies you develop for management will maximize organizational effectiveness, purpose, and vision.
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