Adama Science and Technology University
School of Humanities and Social Science
Social science unit
Assignment of Leadership and Change Management
Members id
1. ALAZAR GETACHEW UGR/20077/12
2. ABEL ASNAKE UGR/19959/12
3. ABEL DANIEL UGR/20048/12
4. ABEL ABESHA UGR/19867/12
5. DESSALEW FENTAHUN UGR/19668/12
Submitted to – MR. Belay
Submission date- June/7/2023
Part I-Discussion Questions
1. In what ways can organizational change be considered as problematic?
Organizational change can be a problem for several reasons Here are some common ways in which it
is seen as problematic:
- Resistance to change: One of the major challenges in organizational change is the resistance that
can arise from employees or other stakeholders. People may feel comfortable with the status quo
and be reluctant to embrace new ways of doing things. This resistance can lead to delays, conflict,
and hinder the successful implementation of the change initiative.
- Uncertainty and fear: Change often brings uncertainty, and uncertainty can create fear and anxiety
among employees. They may be concerned about how the change will impact their roles, job
security, relationships, and overall work environment. This fear can result in decreased morale,
resistance, and a decline in productivity.
- Lack of communication and transparency: Effective communication is crucial during times of
change, but organizations sometimes fail to provide clear and timely information about the
reasons for the change, the process, and the expected outcomes. When employees are left in the
dark, it can lead to rumors, misinformation, and mistrust, making the change process more
problematic.
- Poor planning and implementation: If the change initiative is not well-planned or poorly
executed, it can lead to problems. Inadequate planning may result in unrealistic timelines,
insufficient resources, or lack of proper training and support for employees. This can lead to
confusion, frustration, and a higher likelihood of failure.
- Cultural resistance: Organizational culture plays a significant role in determining how change is
received. If the proposed changes clash with the existing culture, norms, or values of the
organization, there may be strong resistance. Cultural resistance can be a significant obstacle, as it
often involves deeply ingrained beliefs, habits, and power dynamics within the organization.
- Lack of leadership support: Successful change requires strong leadership support. If leaders are
not fully committed to the change, do not provide clear direction, or fail to actively engage and
support employees, the change process can become problematic. Employees look to leaders for
guidance and motivation, and without their support, the change effort may lose momentum and
credibility.
- Overcoming the learning curve: Change often involves acquiring new skills, adopting new
technologies, or implementing new processes. This learning curve can be challenging for
employees, especially if they lack the necessary training or resources. The time and effort
required to adapt to the change can impact productivity and performance in the short term.
- Sustaining the change: Change is not a one-time event but an ongoing process. Sustaining the
change and embedding it into the organizational culture and practices can be difficult. Without
proper reinforcement and continuous improvement efforts, there is a risk of reverting back to old
ways of doing things.
Addressing these problematic aspects requires careful planning, effective communication, strong
leadership, and a supportive organizational culture. Organizations that anticipate and address these
challenges are more likely to navigate the change process successfully.
2. Why the participative approach is comparable to the organization development (OD) model
and which techniques are used to implement change?
Because both models place a strong emphasis on employee participation and engagement in the change
process, the participatory method and the Organization Development (OD) paradigm are frequently
compared. Both strategies acknowledge that staff members possess important knowledge and skills that
can help a company change successfully.
Employers at all levels are actively involved in decision-making and problem-solving linked to the
transformation as part of the participative method. It attempts to instill a sense of dedication and
ownership in workers, which will facilitate a smoother implementation and increase acceptance of the
change.
Similar to this, the Organization Development (OD) approach is driven by the goal of improving
organizational effectiveness by deliberate interventions in which staff members take part. It places a
strong emphasis on teamwork, candid communication, and shared accountability for change.
Here are some often utilized methods for bringing about change.
- Team Building: Building cohesive and high-performing teams can facilitate change.
Activities like team-building workshops, group discussions, and problem-solving exercises
help employees develop stronger relationships and improve teamwork.
- Training and Development: Providing training programs and skill development
opportunities is crucial during change. It helps employees acquire new knowledge and
competencies required for the change initiative, reducing resistance and improving
readiness.
- Communication and Feedback: Open and transparent communication is vital throughout
the change process. Regular communication channels, such as town hall meetings,
newsletters, and feedback mechanisms, allow employees to express their concerns, share
ideas, and stay informed about the progress of the change.
- Participative Decision-Making: Involving employees in decision-making fosters a sense of
ownership and commitment. Techniques like brainstorming sessions, focus groups, and
cross-functional teams enable employees to contribute their insights, suggestions, and
perspectives on the change.
- Coaching and Mentoring: Providing coaching and mentoring support to employees during
change helps them navigate the transition. Experienced leaders or external consultants can
provide guidance, support, and individualized assistance to employees in adapting to the
change.
- Process Consultation: Process consultation involves an external consultant working closely
with employees to understand and improve the work processes and dynamics within the
organization. This approach helps identify areas for improvement and implement changes
collaboratively.
- Continuous Feedback and Evaluation: Regular feedback and evaluation mechanisms allow
organizations to assess the progress of the change, identify areas of improvement, and make
necessary adjustments along the way.
It's important to note that the specific techniques used may vary depending on the nature of the
change, the organizational context, and the preferences of the organization. The participative
approach and OD model offer a range of techniques to engage employees and facilitate
successful change implementation.
3. Discuss about leadership qualities?
Leadership qualities refer to the personal characteristics, skills, and behaviors that enable
individuals to guide and inspire others towards a common goal. Effective leaders possess
a combination of these qualities, which contribute to their ability to lead and influence
others. Here are some key leadership qualities:
- Vision: Leaders have a clear vision of what they want to achieve and can communicate it
effectively to others. They inspire and motivate others by painting a compelling picture of
the future and the benefits of working towards that vision.
- Integrity: Leaders act with honesty, transparency, and a strong ethical framework. They
are trustworthy and demonstrate consistency between their words and actions, earning the
respect and trust of their followers.
- Emotional Intelligence: Leaders with high emotional intelligence are aware of their own
emotions and those of others. They have the ability to understand and manage their
emotions effectively, empathize with others, and build strong relationships based on trust
and mutual understanding.
- Decisiveness: Leaders are decisive and capable of making tough decisions in a timely
manner. They gather relevant information, analyze it, and consider different perspectives
before making informed choices. Decisiveness instills confidence in their followers.
- Communication: Effective leaders are excellent communicators. They can convey their
ideas and expectations clearly, actively listen to others, and foster open and honest
dialogue. They adapt their communication style to different audiences and situations.
- Empowerment: Leaders empower their team members by delegating responsibilities,
trusting their capabilities, and providing them with the necessary resources and support.
They encourage autonomy and create a positive environment that fosters growth and
development.
- Resilience: Leaders demonstrate resilience in the face of challenges and setbacks. They
remain composed, maintain a positive attitude, and adapt their strategies as needed. Their
resilience inspires others to persevere and overcome obstacles.
- Accountability: Leaders take responsibility for their actions and outcomes. They hold
themselves and their team members accountable for their performance and ensure that
goals and expectations are met. They lead by example and are willing to admit mistakes
and learn from them.
- Flexibility: Leaders are adaptable and open to change. They are willing to consider new
ideas and approaches, and they encourage innovation and creativity within their teams.
They navigate uncertainty and ambiguity with agility.
- Empathy: Leaders understand and care about the needs, concerns, and perspectives of
their team members. They create a supportive and inclusive work environment where
individuals feel valued and heard. They actively support the growth and well-being of
their team.
These are just a few of the many leadership qualities that contribute to effective
leadership. Leadership is a continuous journey of learning and development, and great
leaders continually strive to enhance their skills and qualities to inspire and lead their
teams to success.
Part II- analyze and applied Questions
The Management of ASTU considers that the institution has been leading the market and now
wants to sustain the competitive advantage of the University by expanding demand based
programs. Now the management has decided to restructure the institution so as to reposition
itself in the industry. You being a management consultant are required to guide them in the
following areas:
• The process of restructuring
First, we need to assess ASTU's current vision and strategy. We should determine if they align with
the institution's goals and the changing market dynamics. If there are any gaps, we should propose a
revised vision and strategy that focuses on expanding demand-based programs while maintaining
ASTU's competitive advantage. It would be helpful to conduct market research and analyze
competitor strategies to understand the needs and preferences of potential students. The next step
is to review ASTU's organizational structure. We need to evaluate its effectiveness in supporting the
new vision and strategy. If necessary, we can propose creating new departments or faculties that
align with the demand-based programs. We should also consider reorganizing or merging existing
departments or units to enhance collaboration and resource allocation. Analyzing resource
allocation is crucial. We need to assess how ASTU allocates its financial, human, and physical assets.
This will help us identify areas where resources can be reallocated to support the expansion of
demand-based programs. For example, redirecting funding towards new facilities, equipment, and
faculty recruitment. We should develop a resource allocation plan that optimizes the use of available
resources and aligns with the strategic objectives. It's important to review and revise ASTU's
curriculum to meet the needs of demand-based programs. We should identify emerging fields or
disciplines that are in high demand and incorporate them into the curriculum. Encouraging
interdisciplinary approaches and providing experiential learning opportunities will enhance students'
skill sets and employability. Assessing the competencies and expertise of the current faculty
members is essential. We need to identify any gaps in knowledge or skills required for demand-
based programs.
• In which cases they should use this option?
the option of restructuring the institution should be considered when the management of ASTU
believes that the university's current leading position in the market can be sustained by expanding
demand-based programs. The decision to restructure is driven by the goal of repositioning ASTU in
the industry and maintaining its competitive advantage.
• What would be the benefits of restructuring to the organization?
Enhanced Competitive Advantage: By restructuring, ASTU can adapt to changing market demands and
position itself strategically in the industry. Expanding demand-based programs allows the institution to
stay ahead of competitors and attract more students who are seeking specialized education. This can
lead to a stronger competitive advantage and differentiation in the market.
Improved Efficiency and Effectiveness: The restructuring process often involves assessing and optimizing
organizational structures, processes, and resource allocation. This can lead to improved efficiency and
effectiveness in operations, decision-making, and collaboration within the institution. Streamlining
processes and aligning resources with strategic goals can result in cost savings, better resource
utilization, and improved overall performance.
Enhanced Faculty Expertise: Through faculty development initiatives as part of the restructuring process,
ASTU can upgrade the skills and knowledge of its faculty members. This can lead to a faculty body that is
well-equipped to deliver high-quality education in the demand-based programs. Faculty members with
specialized expertise can also contribute to research and industry collaborations, further enhancing the
reputation and standing of the institution.
Long-term Sustainability: By adapting to the changing landscape and meeting market demands through
restructuring, ASTU can secure its long-term sustainability. The expansion of demand-based programs,
along with improvements in operational efficiency, faculty expertise, and stakeholder engagement, can
contribute to a strong and resilient institution that can thrive in a competitive educational environment.
• What possible actions the management should take while restructuring the University?
Conduct a comprehensive assessment: The management should assess the current state of the
university, including its strengths, weaknesses, opportunities, and threats. This assessment should cover
various aspects such as programs, faculty, facilities, financials, and market dynamics. It will provide a
clear understanding of the areas that require restructuring.
Define a clear vision and strategy: The management should develop a clear vision for the university's
future and a strategic plan that aligns with the vision. The strategy should outline the goals, objectives,
and action plans for restructuring and expanding demand-based programs. It should consider market
trends, student needs, and the competitive landscape.
Establish a restructuring team: Form a dedicated team or task force responsible for overseeing and
implementing the restructuring process. This team should include representatives from different
departments and areas of the university to ensure comprehensive involvement and coordination.
Revisit the organizational structure: Evaluate the existing organizational structure and make necessary
changes to support the expanded programs. This might involve creating new departments or faculties,
merging or realigning existing ones, and redefining roles and responsibilities. The structure should be
designed to facilitate efficient decision-making, collaboration, and resource allocation.
Allocate resources strategically: Assess the allocation of resources and prioritize them according to the
new strategic direction. This may involve reallocating funds to support the expansion of demand-based
programs, investing in new facilities or equipment, and allocating resources for faculty development and
student support services.
Revise the curriculum: Review and update the existing curriculum to align it with the demand-based
programs. Identify emerging fields or disciplines that are in high demand and incorporate them into the
curriculum. Introduce interdisciplinary approaches, practical experiences, and industry-relevant skills
development to enhance the curriculum's effectiveness.
Invest in faculty development: Provide faculty members with professional development opportunities to
enhance their expertise in the areas related to demand-based programs. This can include specialized
training, workshops, seminars, and collaboration with industry professionals. Recruiting new faculty
members with expertise in relevant fields can also strengthen the faculty's capabilities.
Monitor and evaluate progress: Establish a monitoring and evaluation framework to track the progress of
the restructuring efforts. Define key performance indicators (KPIs) and regularly assess the outcomes
against the set goals and objectives. This allows the management to make necessary adjustments and
ensure that the restructuring process is on track.
