The increasing pace of globalization requires commercial organizations to embrace organizational structures, cultures, and practices that have heretofore been unnecessary or, at worst, optional for success. Recently conducted research has shown that foreign suppliers of industrial products sold through industrial distributors benefit not only from lower production costs but also from streamlined value streams that focus on those value added elements that are of significance to their customers. In contrast, domestic manufacturers cling to practices that no longer offer differentiation or add value. Instead, they add cost and reduce competitiveness.
Carrying out the required organizational changes necessary to adapt to this competitive environment will pose significant challenges for domestic manufacturers. The required changes are significant and must be carried out rapidly. Traditional, year-long interventions are no longer acceptable in this environment. This research project studied the pre-existing leadership style and degree of change readiness present in a prototypical, old-line, domestic manufacturer of machined industrial products sold primarily through distributors. This organization was faced with the requirement to change its organizational structure as well as the value proposition offered by one of its key product lines in order to respond to these challenges. The portion of the organization responsible for this product line was required to remake itself from a manufacturing entity to a sourcing entity, and to find and manage cost effective offshore sources for these undifferentiated products. These changes represented significant changes in the way the firm did business and challenged assumptions about customer needs that had been held since the organization's founding. In order to remain competitive, the firm needed to affect these changes as quickly as possible.
The results of the initial analyses were used to develop and implement an intervention effort intended to create a more widespread use of transformational leadership as well as increased change readiness within a 90-day period. The principal research question addressed was whether such an intervention could be designed, implemented, and result in measurable changes in leadership style and change readiness in 90 days. Assessment instruments were re-administered at conclusion of the intervention in order to assess its effectiveness.
|Advisor:||Ludden, Vern L.|
|Commitee:||Harriet, Rojas, Kraai, James L.|
|School:||Indiana Wesleyan University|
|School Location:||United States -- Indiana|
|Source:||DAI-A 72/02, Dissertation Abstracts International|
|Subjects:||Management, Organization Theory|
|Keywords:||Change readiness, Full-range leadership, Leadership training, Multifactor Leadership Questionnaire (MLQ), Organizational Change Recipients' Belief Scale, Organizational change, Transformational leadership|
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