Willa Seldon case study - Assignment Example

? Willa Seldon case study Answer Willa Seldon, who had a long 16 years of experience in for-profit organizations, had been hired as the executive director of Tides Center. Tides Center was dedicated to supporting the individuals and the groups for a better change in the society. During her initial few months as the executive director, Seldon had to deliberately and at a fast pace roll out several initiatives in order to ensure that Tides Center could become a customer-centric organization that was capable of delivering an exceptional form of fiscal sponsorship services along with steady organizational growth. There were many features in the leadership style of Willa Seldon that she exhibited while her tenure at Tides Centre (A). They incorporated the modern and a few traditional methods of leadership. These are explained below: a. Changing the organization’s mission and goals- it sometimes becomes necessary to modify or completely change the mission statement of an organization. This may be required to keep pace with the competitors or align with the customers’ needs. Changes also become necessary when there are similar companies coming up in the same industry which can threat an organization to shut itself down. So in order to avoid such situations it is necessary to change the missions and goals for the organization concerned (Chew, Cheng & Lazarevic, 2006, p.63). From the given case study we can see that there were many places where Tides Centre needed immediate changes. Seldon had endured to utilize her strength to re-module the missions that were expected by the founder of the organization Drummond Pike. According to her version, Tides Centre was in need for an extensive modification in its cultures, its management, its operational approaches, perceptions, and its business related orientation. The entity had to change to a corporate identity instead of its non-profit orientation. This had compelled Seldon to impose time restrictions on many of the new projects. Timely changes often help to refocus on organizations and implementing new operational trends which could help to add several competitive advantages. Also mentioned in the case study is the fact that there were many companies which had collaborated with the financial aid industry and so it became imperative for Seldon to bring in changes in the hospital’s organizational goals so as to keep in pace with the growing changes. b. Working closely with the entire staff - Seldon had made it a point that every single member in the organization would have to contribute for the prospective changes to be made. A leader should always incorporate his/her fellow mates in the organization’s growth programs since it would require equal contributions in order to realize its goals. As a leader, Seldon had assembled a general meeting inviting the entire workforce in Tides in order to discuss the various organizational missions and the visionary prospects. The move was carried out to include the entire workforce into her prospected changes. Critically, Seldon compelled every employee or worker to think of himself as a change agent who had to play an important role to save Tides. This was done to create a sense of belonging in the employees. A leader should always aim at bringing the entire workforce of an organization together before it executes its planned changes. This would then curb the probable chances of resistance and any conservativeness that are evident among the staff member. Seldon was also working closely with several of the colleagues irrespective of their job ranks and implementing new strategic linkages between the organizational departments (Grant, 2005, p.469). Promoting interdepartmental relationships is an important feature that needs to be followed going by the changing markets conditions and the corporate demands. This was done by Seldon when she introduced interactions between the HR department and the finance offices to ensure that the employee related matters received immediate attention. This would also ensure the recruitment, the training, and the development of the staff that could be carried out efficiently and strategically as both the departments could now plan the organization’s growth in an integrated manner (Morril, 2010, p.231). Seldon had also conducted around fifty meetings with her workforce that helped her to gain insights about the work culture (Hill & Stecker 2006, p.13). She was able to notice many underlying latent factors that needed to be changed. One of the important changes that Seldon introduced in the organization was to give adequate importance to the middle level managers. Seldon made it sure that these managers were also treated as change agents and not as change targets (Hill & Stecker 2006, p. 14). For this she had created the M team that was to facilitate proper interaction between the middle level and the senior level managers. She made this move in order to ensure that information gets passed on to the middle level from the senior levels which in turn would be passed on to the staff members. And the last important step that Seldon had taken was to hire a responsible Chief Financial Officer (CFO) for the organization. The CFO was hired so as to help the organization in making appropriate business forecasts and decisions. c. Implementing changes in a systematic manner – a systematic implementation of the changes is essential for the success of a business venture. Establishing the changes, passing it and then promoting the established changes are important for any entity to achieve its prospective targets. It thus becomes necessary to implement one planned action after the other in a regulated organized manner. Seldon had strived to alter the organizational culture along with its perceptions about their activities. This was evident through the new operational modes, the introduction of latest technological solutions and the changing of the “projects” names to the “customers” (Hill & Stecker 2006, p. 5). Although the change had sounded ambiguous as well as contradictory keeping in mind the organizational norms, Seldon had managed to convince all stakeholders in having faith in her motives. In leadership, it sometimes becomes vital to venture into new provisions or methods that could make the concerned organization to attain its targeted objectives in spite of the challenges (Hill & Stecker 2006, p. 8). d. Exhibiting the organizational values in her own work and procedures – A notable feature of Seldon was her capability to embrace the laid out objective sin her own way of working. To be a successful leader it is essential that the leader demonstrates the skills in his/her activities that would act as an example in his/her peers. Seldon had rightfully shown this attitude in her mission and vision. Creating periodic meetings for discussing the organization’s growth process was a notable feature in Seldon leadership. This helped to keep the integrity and the unity intact within the team. Several other commendable features included following the advice of the consultant experts and developing the right mentality for the team. Seldon had introduced new performance appraisal techniques such as the 360 degrees review mechanism in order to keep the organization’s performance level on track which is vital in any form of strategic leadership (Hill & Stecker 2006, p.15). e. Establishing the “Strategic Action Team”- Seldon also enacted the SAT team in the company. The SAT team or “Strategic Action Team” (SAT) was meant to modify the prospected customer-centric targets. A SAT was a group of 10-15 members coming from different departments who would work together to solve and brainstorm solutions (Hill & Stecker 2006, p. 12). By establishing such components in an organization a leader can ensure the effectiveness of his/her move or leadership. As was evident, the Tides had framed an objective which it had to accomplish. The SAT team was created to realize the required objectives that were mandated by the Tides founder. Seldon was also sure of the fact that by creating the SAT team the company would progress in its missions. Additionally, as an effective leader, Seldon had demonstrated sufficient fearlessness in her decisions (Northouse, 2011, p.26). As a leader, she was brave and strong enough to condemn every single action she saw in the organization which she felt was not in accordance with the regulations. Seldon also executed each of her duties very passionately. Answer 2 For the success if any business proposition, it is necessary that the organization is equipped with the necessary strategic planning. Seldon had thought of many plans for reviving the Tides Centre. She began to implement the strategies by taking numerous action plans despite of the challenges. One of the major plans that Seldon had devised was to conduct an exhaustive performance appraisal program which would help the Tides to stay on its track about performance and progression. Measuring the productivity of the employees, various departments as well as the organization becomes a crucial aspect for determining whether the organization would realize its prospective goals or not (Pattanayak, 2005, p.374). Seldon had set a time limit of two years for accomplishing her organizational goals. After setting the targets as well as the required time plans, it was the duty of the in charge officer to ensure that all proposed changes occurred within the appropriate course duration. Seldon had introduced the 360 degree performance review system, an elaborated form of performance assessment process that involves the entire group of stakeholders of the organization in the program. This process could reduce any impartiality or any form of ineffectiveness in the proposed scheme. 360 degree performance review system encompasses various aspects of the performances against the goals and different features of behavior as seen in the staff. It makes it easier to establish and to provide discussions on the developmental goals. To implement these plans effectively it was essential for every staff member at the Tides to execute their roles effectively. The effectiveness can be measured by hiring the person who would have the required expertise in the field. Seldon had hired Booz Allen to investigate and to detect any loophole in the feasibility of the plan (Hill & Stecker 2006, p. 8). In addition, she had presented a clear picture of her plans and vision to the employees. She had provided the required guidelines for executing the proposed appraisal. For this Seldon had to induct the entire working fraternity in the organization with positive moves and make them believe in her visions. Another strategic plan involved gathering the views of the individuals from the workforce of the company in order to collate their views about the company and the expectations or changes they wanted in the organization. This was a very important decision as the employees are often aware of the grass root happenings on the job front and any other form of possible reform that could change the company constructively. After its implementation, Seldon had taken the initiative to meet with the employees immediately after resuming office. She conducted personal interviews of the Tide staff members to understand their problems which they might be facing as well as hear their proposals as a workforce crew. The company had hired a consultation firm to carry out the investigation process for the prospective goals in the company, which would also involve the entire staff. The move was done to find operational solutions within Tides and a provision for viable recommendation which could be implemented by the management body in order to attain the stipulated objectives. While executing and evaluating this plan, there were numerous aspects that were worth noting. Firstly, executing activities related with a particular area such as operations reveal that the area require immediate actions (Lewis 2011, p. 4). The management would also be able to know when and in which areas it is necessary to make changes that would help to enhance the organization’s performance. Seldon also made it a point to create value in the work she performed as she wanted to ensure that the working in Tides conveyed meaning to both her and the other organization’s stakeholders. She gave value to her work and hence executed all tasks with passion eventually acting as an embodiment of hard and sincere work to the other employees who initially doubted the feasibility of her endeavors. She had implemented all the value aspects by hard work, creating viable changes, and by establishing a work culture that was result oriented and where every employee was bounded by the mandate to fulfill the company needs regardless of their rank. Such moves were helpful while ensuring unity in the workforce thus instilling a sense of belonging in them. Another strategic action plan that was taken by Seldon was to build the SAT team (Strategic Action Team) as mentioned earlier. As Seldon had the vision to re organize the organization as a customer-centric body, it required to have a team like SAT. Seldon had borrowed the SAT concept from her previous company AirTouch where it had worked miracles. She had predicted that the same proposal might do wonders for Tides as well following its feasibility along with its strongly rooted values (Cook 2011, p. 121). SAT team was prepared to enhance the organizational quality as well as the staff morale which has been indicated before. The team was built to ensure that the organization was on the track towards achieving the objectives and thus making reasonable effects on the customers/projects. On implementing the SAT proposal, Seldon had proposed a five members team who were supposed to work voluntarily (Cook 2011, p. 121). It was done as a form of deliberate work that was meant to exhibit the true dedication for the organization. Members were to execute their duties as independent body as per the requirements of the organizational norms. Additionally, they also had provided many timely reactions to the management board on their findings conducted periodically. These plans and its implementation methods had called for numerous operational skills and the capacity to analyze the organization’s advancement on various aspects. It led to a fruitful practice that Seldon had introduced in Tides and which was progressing at a commendable rate (Cook 2011, p. 121).Concurrently, Seldon also had planned to hire a new “Chief Financial Officer” (CFO), a position that was operating on the interim grounds. This was done to remove all financial glitches and inefficiencies that were witnessed in their financial sector. Seldon implemented it by hiring Ted Liebst on a permanent basis to take charge of the post. This was done as it was important to fill in some vital positions permanently in the organization to bring in the stability and the objectivity required. This formed the strategic aspect of the efficient leaders who can understand the inconveniences as well as the costs that would impact the worldly contracts (Cook, 2011, p.121). Additionally, Seldon had created an M-Team (a team consisting of the middle and the lower managers), to facilitate all forms of communication in the organization. Smooth flow of data or information between the company stakeholders forms an important feature in every organization. Seldon had intended to utilize the M-Team as change agents instead of just as tools. This was to make the managers feel their importance in the company when they would cooperate in the projected changes to occur. This was also a strategic move with the purpose of integrating the components of the organizations. Another strategic plan was to understand the customers’ views regarding Tides Centre (Hill & Stecker 2006, p. 22). These customer insights would then eventually help for making many strategic changes in order to enhance the affirmative perceptions of the clients. Its implementation was conducted by a survey that also provided many firsthand information. Apart from these there were many strategic moves that were taken by Seldon in HR related issues. Seldon had noticed that the employees in the organization were productive but there were certain problems in the past couple of years (Hill & Stecker 2006, p. 11). She also noted that the way the employee reviews were conducted was very below standard (Hill & Stecker 2006, p.13). The views of the employees were supposed to be carried out on a yearly basis but as the system was poor the reviews of most of the employees were not correct and went without any action. She had planned for a 360 degree review system for an overall review and goal developments. Answer 3 Willa Seldon was successful as a team leader and an efficient boss in several ways. Her utmost dedication and strong determination helped her to achieve many impossible tasks. She had joined the company when it was going through a rough phase and the work culture prevalent in the system was not something she was used to. Her able leadership helped the health care system understand the crucial aspects where it was lacking. Her way of managing and introducing new programmes in the unit shows an example of true leadership spirit. Despite of being a woman she was successful in ruling in an alienated world where her perspectives and aims often put to questions. She faced oppositions from the stake holders but was successful in proving her point. It is quite evident that after joining Tides Center, Willa Seldon had developed a new form of work environment that was different from the work places she had served earlier. Willa’s present work condition had an organizational culture which was different and that apparently had generated certain problems. The problem that Willa faced during her service was in introducing new changes at Tides Center (Hill and Stecker, 2006, p. 1). The company lacked in employee review system and accountability and Willa had developed measures to combat such problems (Hill and Stecker 2006, p. 1). After conducting several rounds of interviews with the Tides Center staff, Willa had come to the conclusion that the company’s workforce performance assessments was lacking its alignment with their organizational values, that included excellence, new innovation, and its integrity. Willa Seldon had to introduce directorial and an authoritative culture to change the ways the employees perceived their stakeholders and the responsibility for their actions. Willa understood that she needed to initiate the “customer satisfaction survey” to facilitate the company identify the areas where the workers could improve the procedures (Hill and Stecker 2006, p. 13). There was also the need to unite the staff members at Tides Center for enhancing the teamwork and in turn eliminating the features where the employees from any department would view others to be insignificant (Hill and Stecker 2006, p. 13). Furthermore, it was necessary to increase productivity of the company and to strengthen external relations. In order to handle these requirements for a change, Seldon had to perform many diverse activities that had undoubtedly contributed in improving the present circumstances which had originally affected the organization. A person in Willa Seldon’s place might have tackled the same situations in a different way. This is mainly because people have different personality types, which could impact their leadership or management styles. In this case, an individual interested in transforming Tides Center would embrace planning as an imperative aspect of change management (Ward & Peppard, 2002, p.444). It is also clear that Willa Seldon had attempted to re module the organization by introducing several changes in a limited span of time. This led to the fact that most of the changes were done without much planning. Besides the changes that were brought in were conducted at a very fast rate which the employees found difficult to cope with. A different individual managing the same situations could have planned the necessary changes. The plans would have included ways about how they would be affected, the required time lines to implement the necessary changes, and finally conducting one modification at one time. An individual attempting this process for transforming the organization might have also presumed helping the workforce to understand why it was essential to initiate the change. It is important that the benefits of changes were made easy and clear to the workers in different groups in different components as well as the overall organization. They need to understand the rewards they would be getting. Any different person would have thought about bringing in changes by increasing the workers pay, recognizing their attainments along with presenting exciting responsibilities to the employees. It is essential that the managers or the leader is equipped with the “performance management system” and proper techniques of the tools needed to conduct the leadership process effectively (Martinez 2000, p. 14). This would have been necessary because they supervised other workers and local decision-making appeared significant in making the tools applicable. The idea of introducing these tools needed to wait for the development close working interactions between workers and their managers (Martinez 2000, p. 17). This becomes important as it makes the managers interact regularly with their juniors for increasing local autonomy. This might have helped to increase the effectiveness of these appraisal tools rather than merely introducing it in a work environment where it lacked understanding as well as the leadership necessary for the implementation (Chew, Cheng & Lazarevic 2006, p. 63).The organizational transformation can also be initiated by embracing the different aspect of communication change, that can lead to many advantages for the organization. There can be situations where a need may arise to spend some time in talking about the manner a change might be executable along with its work. Any other person apart from Seldon would have first identified the necessasity to answer the mandatory questions that the workers might have provided and clear the doubts in them. A proper form of communication for change would have also included asking for support from every workforce for building up the motivation and encourage teamwork eventually attaining a higher success rate (Chew, Cheng & Lazarevic 2006, p. 63). A person might have also made the workers realize that they possesses the individual understanding, required skills, and the strong facets that would be needed in order to steer the organization forward by working with the teams. Will Seldon had failed to incorporate changes in the competency level of the workers. She failed to realize that building up the competency level is also important to achieve the goals. A different person might have initiated programs for developing the competencies of its workers (Shermon, 2004, p. 2). It is important as it was seen that workers tend to work with the traditional methods that would not be at par with the growing changes in the organization. The workers had to develop their competency about the changed work culture, awareness, acquaintances, and their abilities. Besides, a need had also arisen to reinforce the workers competency levels by including changed aspects in their job account as well as the reward systems. For this it becomes necessary that proper trainings on change implementation was provided for equipping the workers with the suitable skills (Blokdijk, 2008, p. 65).Additionally, whenever a change is introduced there can be a situation of opposition from the workers. Seldon was also successful here. She did this by listening to their individual grievances. Still there were certain points that she lacked in handling the situation. A different person might have taken a different approach by being more flexible in the situation. Modifying customer satisfaction might also have been different by putting continuous focusing on improvement. Willa Seldon had formed a customer appraisal system for enhancing the service delivery system of the company without understanding how the weak points could be addressed. This could have taken a different shape when the individual might have focused on a constant and an incremental adjustments pattern for the diverse organizational activities. It is true that a constant from of improvement could make an organization appear that it emphasizes on its quality and service dedication. This would directly impact their productivity. Willa Seldon had incorporated this measure by ensuring that every individual understood his responsibilities and worked for the betterment of the organization. Thus we can say that Willa Seldon was successful in most of her implementation and change strategies but she was conducting it in a limited time there were some loopholes which might have been done in a better way by a different individual. References 1. Blokdijk, G. (2008). Change Management 100 Success Secrets - The Complete Guide to Process,Tools, Software and Training in Organizational Change Management, NCL: Lulu.com,North Carolina 2. 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