MADRID, MIRA FLOR F.

3BSA-5

CASE STUDY 5: MARTHA’S LEADERSHIP

1. Is there something wrong with Martha’s leadership?

Martha, indeed, is a good leader and a manager who wants to create a big impact on
Goody Enterprises. What Martha managed to do is called Organizational change which
involves a systematic approach with the sole purpose of successfully enhancing the
organization’s goals, procedures, and strategies from an undesirable present state to a
better-performing future state. Change management focuses on the human factor of
organizational change by helping the people in the company embrace the transformation
effectively and adapt to their new environment quickly — all without resistance and
repercussions to productivity.
Martha implemented all of these to shift the Goody Enterprises’ management from
an authoritarian one- that positions the executive at the center of the decision-making
process and relies on defined tasks and close monitoring- to a participative style wherein
Martha empowers employees with increased influence and responsibilities and involves
them in some decision-making processes because for her it is the best for the
organization’s efficacy and growth. At the same time, she took necessary steps to meet
her goals through doing things that are new to the entire organization such as putting
suggestion boxes in every area and scheduling monthly meetings which she thought it
will allow and help the people at the organization to accept and adapt to this transition.

2. Were the changes introduced to drastic?

Yes, because Martha, as a general manager, decided to implement an

organizational-wide which is large-scale transformation that affects the whole
organization. Those changes implemented includes restructuring the entire management
style of Goody Enterprises, adding a new policy, change in organizational culture and
introducing a new enterprise technology that will be felt by every single employee of the
Goody Enterprises. Also, the age of the employees is a big factor for making Martha’s
decision a drastic impact on the wholeness of the organization.
 3. Would she continue her plans?

Yes, because organizational change for Goody Enterprises is a must in order to

improve its efficacy, performance and growth. However, organizational-wide change
should be planned critically and effectively together with all of the members of an
organization before implementing it to avoid conflicts, misunderstanding and failure.
Most organizations today are in a constant state of flux as they respond to the fast-
moving external business environment, local and global economies, and technological
advancement. This means that workplace processes, systems, and strategies must
continuously change and evolve for an organization to remain competitive hence it will
bring drastic changes wherein only prepared employers and employees can adapt.

4. What will she do now?

Martha, as a general manager, should take careful step by step process to effective
organizational change management and to assist the elder employees’ concerns.
Having a change management plan is a must because it can support a smooth transition
and ensure that the Goody Enterprises’ employees are guided through the change
journey. While change will almost always face resistance like what happens in this
scenario, it is certainly possible to overcome it. Managers, like Martha, must strive to
help their employees adjust to changes and facilitate new variations in functioning.
Firstly, Martha must be able to convince workers that the changes they are
proposing are necessary. She should show how the workers and the organization itself
will benefit from these changes. Secondly, Martha can keep the following considerations
in mind to implement changes smoothly: Changes should not happen in one go because
it is easier to implement them in stages and should never cause security problems for
the workers. She must consider the opinions of all employees on whom the proposed
change will have an effect. Next, If Martha portray leadership by first adapting to the
changes themselves, employees are less likely to resist. Also, sufficient prior training of
employees can help them accept changes with confidence. It is always a good idea to
encourage the participation of employees when Martha plan for changes. Since changes
are meant for the employees, they must have a say in the planning process. Such
participation will make them less likely to resist the implementation of changes.

5. Is it normal for the workers to react that way? Why or why not?

One of the most baffling the problems which business executives and managers face
is employee resistance to change and YES, it is normal.
Smoothly facilitating changes is one of
the most critical roles of managers. Change is inevitable at all times, but so is resistance
to change. It is basic human nature of people to try and keep their methods and customs
constant. This is where change management comes into play.
If it wishes to be successful, the business organization must aim to adapt.
In today’s world, elderly find it difficult to adjust to a new environment and to adapt
changes especially in their working environment. Resistance to organizational change
has many factors; During periods of change, some employees may feel the need to cling
to the past because it was a more secure, predictable time. If what they did in the past
worked well for them, they may resist changing their behavior out of fear that they will
not achieve as much in the future. Doing things in the same routine, predictable manner
is comfortable. Familiar routines help employees develop a sense of control over their
work environment. Being asked to change the way they operate or think may make
employees feel powerless and confused because they have to move outside their
comfort zone. Another big factor is the unwillingness to learn. Some employees may
say, “I already know all that I need to know” and those kinds of employees will not only
hinder the organizations’ efficacy but they also hinder their own personal growth and
development. Lastly, the fear of personal impact. Viewing change from a personal
standpoint, some employees may respond by asking how the change will benefit them
directly.