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JWI 555 Strayer Univeristy Week 6 Choice of Empowerment Path Discussion

JWI 555 Strayer Univeristy Week 6 Choice of Empowerment Path Discussion

Question Description

I’m working on a business question and need guidance to help me understand better.

Hello Dr. Agler and classmates,

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Here is my week-6 DQ response.

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Empowering Your Employees

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Organizational Transformation(OT), the work of facilitating fundamental change in organizations isoften approached in two contrasting ways: (1) a “push” approach which isshort term, often top down and has a financial benefit; and (2) a”grow” approach which is longer term and includes a building of capacityfrom a human resources perspective. This week we are discussingempowering your employees. Think about these two different approaches toorganizational transformation and answer these questions:

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  • Is your change initiative a “push” or “grow” approach?
  • How can senior and local leaders empower employees during change in a “push” approach? How about a “grow” approach”?
  • How much will you depend on changes to formal structure as a driver of change for your change initiative?
  • What role does learning play in your change initiative?
  • When empowering employees, what is the role of personal vision, skill mastery, and intrinsic motivation?

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As indicated by Dr. Agler, changes can have both “Push” and “Grow”approaches embedded. The change I have proposed begins with a “Push”approach as the reorg, process changes, margin improvement efforts, andtalent development initiatives will come from the top. Once it is rolledout, employees at every level will play a key role in bringing about achange in culture for a sustainable change.

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Kotter lists four S’s as obstacles to empowerment. Structures,Skills, Systems, and Supervisors (Kotter, 1996). During a “Push”approach, the leadership has to remove barriers to empowerment.Identifying the training needed is one of the most critical factors inthe “Push” approach. Conversely, the “Grow” approach requires theleaders to adjust to the structure to support the change initiative. Italso requires working with the supervisors and tackle the troublesomesupervisors early (Kotter, 1996).

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My change initiative will require an org structure change.Increasing profitability will focus on liberating higher-marginconsulting and digital offerings business from under the Public andCommercial sector divisions. The new structure will empower theconsulting practice and the digital offerings practice to pursue salesleads and will have the support and staff needed to grow.

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Learning is also a critical factor in the change initiative. Thegoal is to attract, retain and develop the right talent for growing thedigital business. It will require making the right training coursesavailable on different platforms.

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A shared sense of purpose brings a shared understanding of theactions required to achieve the goals. With the knowledge of what needsto be done, nothing will discourage the employees more than lack ofnecessary skills. Companies make the mistake of not recognizing thetraining required for the change initiative or looking at the cost oftraining and cannot justify the expenses. However, Kotter highlights theimportance of skills training for successful transformations by givingexamples of two European airline companies. Nothing a company does willmatter if the employee does not have the intrinsic motivation to acceptthat the change is needed and work towards making the initiative asuccess. Those motivated employees make the most significant difference.

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References

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Kotter, J. P. (1996). Leading Change. Harward Business School Press.

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