Affecting Change

Running head: AFFECTING CHANGE

Affecting Change

YOUR NAME

LDR/531

DATE

NAME OF PROFESSOR

Affecting Change

In the University of Phoenix “Leadership in Action” simulation (2002), Smith & Falmouth (S&F) is a tele-shopping and mail order company with a new e-tailing department, S&F online (UOP, 2002). Chief Executive Officer (CEO) Irene Seagraves appoints me as Chief Operating Officer (COO) to lead the team to a 100% growth target within 9 months (University of Phoenix (UOP), 2002). This paper discusses the established methods of control within the department between myself, the managers—Project Manager James Argyle, Logistics Manager Brian Kervor, Marketing Manager Adam Searle—the logistics and web development teams (UOP, 2002). Ways to restructure the department to improve culture while empowering employees and management practices to enforce these recommendations will be presented. Finally, how the size and new structure could affect the organization, individuals, groups, teams, and the future of the company will be discussed.

The project manager handles operations and has a six-member web development team (UOP, 2002). The logistics manager has a three-member logistics team who work closely with the project manager and report to the marketing manager (UOP, 2002). An established coordination exists between teams (UOP, 2002). The new leadership has shifted the hierarchy causing an imbalance in the prior methods of control causing resistance from cliques and invisible sub-structures in the department (UOP, 2002).

The project manager values teamwork and has a personal rapport with his colleagues. He leads by example and has a reputation for leading his teams through adversity. His people-oriented leadership style masks his competitive nature, which has garnered him several successes. He dislikes micromanagement (UOP, 2002).

The logistics manager lacks strong charisma but gets involved particularly with the web development team and is well liked in the...