Organizational change and Personal Leadership Development Plan
Introduction
Management of organization is a tough task and requires patience and tranquility. In every practice of groups, stern leaders that can implement and be participative are necessary for the success of the business or vision. For a successful project management, the managers need to have various practices in mind and the will to follow them to the latter (Kraus et al., 1996). The management of AMRAAM in the Florida state had been long in quagmires due to government interference and fraud amongst the employed and contracted engineers. Many companies give contracts with an expectation of success in the jobs. However, many projects from governmental or private regularly fail due to lack of leadership planning and better practices in the workplace. The only way to the success and fulfillment of the projects is the maintenance and employment of quality leadership in the management processes (McCauley and McCall, 2007).
The leading practices involved in good leadership practices should include the following aspects;
Planning- A good leader should plan better in advance and use documented proposals from a known premise. The aftermath of arranging the project in plans is to reduce the cost and timing of pushing for the commencement of the project. There is an increased quality delivery in the time spent in the life of the project. Judy Stokley in the management of AAMRAM project had to defy odds and pursue her plans in convincing the government first to lay off some workers (Williams et al., 2002). The idea was resisted but later accepted by other contractors and engineers in the management. It aimed at reducing the influx of cash that were used from unwanted labor. Secondly, the leaders should have a good Work Plan (McCauley and McCall, 2007).The work plan is involved in the step-by-step course in the construction of the project by managing the available resources. It involved a cross-checking of the project from the past and estimating the current budgets and the available resources to complete the project efficiently. Judy as the manager in AMRAAM army base had tough times in getting news to her new workers about the layoffs that were necessary for her plan to complete the missile project. This measure was her horizon that would see her reach a timeframe and achieving the project's objective in a win-win situation (Kraus et al, 1996).
Thirdly, a definition of the project management procedures to an audience. Judy Stokley explained to the army base commander the benefits of having a lesser number of workers in the project but a more manageable office that will ease the work of the project. As many got shocked, it was prudent to take an outstanding initiative as a leader, and the new manager did not shake in trying the new methods. In the end, at least, some group saw the sense in her speech and her practices in management (Williams et al., 2002).Fourthly, a good leader should follow up in the management criteria of the past and learn from the past problems. This quality of leadership helped Judy maintain her job. She did numerous consultations and gave explanations to her workers and business partners to bring them close to understanding her plea. Another practice in leadership is the ability to notice the Warning Signs. The impact of reading an environment and mostly a new one is vital and consequential in the success of a project (McCauley and McCall, 2007).In the army missile base, Judy noticed the shady deals and luxury lifestyles that the superiors like the base commander were abusing. As a good leader, she held meetings with all the parties concerned, both the opponents and proponents of her new laws in management (Williams et al., 2002).
The manager gained a lot of trust and direct responsibility from her supporters that saw the product of her reign. It was aimed at clearing the bad air of the corrupt and lazy bosses that only wanted to have fat paychecks from the deals they swoop from the government contracts in missile creation. There were confrontations made against the new management, but the real leadership skills from the manager's team prevailed in their discourse. Another aspect is the direction of the scope. The leader should try and confirm support before the start of the new project (Kraus et al., 1996).Fortunately for Judy, she gained support directly from the White House that was approved by the Defense Minister to proceed. Her leadership skills and experience preceded her expectations and laid claim to the support she was getting. The stakeholders involved in the project must always be consulted for the product of the outcome. Lastly, a good leader should anticipate and manage risks. For instance in the case of AAMRAM project, the missiles were at times facing massive destruction that cannot be recycled for use. The action to be taken is to offer a budget to the concerned authorities to (or "intending to") include all damages and mitigation to be caused or witnessed in the future functions (Williams et al., 2002).
Judy Stokley’s success in developing trust and responsibility
Firstly, the new manager of the operation took measures to communicate with her audience amicably by trying to explain the situation at hand. The draw down effect had fatal implications that it needed a bold and vigorous leader that would stomach the rejection and disgruntlement from the affected group. In the first example, the manager held a meeting with the assigned persons to explain the drawdown criteria. It was a daunting task but the manager used leadership skills that enabled her to put her claim in the right manner by explaining her reasons to all. She gave loyalty and trust to her audience by accepting the challenge of helping them with ways of finding new jobs (McCauley and McCall, 2007). As much as there were tension and disappointments, the crowd listed and was ready to see a reason not because they lacked a choice but the manner of communicated delivery was fruitful and trustworthy. Secondly, the new manager created forms that would be used by the workers to express their frustrations or recommendations on further changes that they see possible apart from the draw-down of staff. The aim was to bring trust between organizational employees and their leadership. The workers would, in turn, feel close to express their positive ideas that would help the management move forward to progress (Williams et al., 2002).
Thirdly, the manager (Stokley) had a good relation with her partners. One of them is quoted saying "her creation is different." The comment about the leader is referred to because the leader embraced dialogue kind of communication that sees participative conversations. She brought the freedom of thought and expression in this office and was already being admired for her open-minded spirit. In this regard, a leader gains full trust and commitment towards his or her employees because an element of confidence is felt amongst all stakeholders involved in the business (Kraus et al., 1996).
Learning and behavior modification strategies
Behavior modification is the way in which an adult reacts to a given situation via a stressful or stimulated event. The undesired behaviors are exchanged with beneficial changes via a system of techniques. One of them is positive reinforcement. The manager talked to the opponents and the proponents of her new ideas on the drawdown criteria. She brought ease of tension through communications and free speech from the affected individuals. The grieving persons were promised jobs and aid in finding same quality jobs by the administration that was taking office under Ms. Stokley’s regime. It brought positivity paradigm in the thoughts of all stakeholders involved (McCauley and McCall, 2007).Secondly, an emotional freedom technique was also used. In the event of some workers being disqualified, the manager gave options of each person to write their ideas and recommendations for their expected changes that would be possible in the new regime. Thirdly, the technique of ‘Not giving it ‘Attention". This mode of communication has been widely seen in the excerpt. The new manager has ignored the negative attitude she was provided by the current commander in the army base and his charlatans. The primary aim is to focus on what one believes in, and the leader was astute about her goals and objectives in fostering reforms (Williams et al., 2002).
For instance, the two commanders from the Hughes and Raytheon, who had their simulation techniques to measure their missiles performance,? The new manager did not welcome the gesture, and it made focus as one of the changes Stokley wanted to change no matter the circumstances. By talking to the hard-hearted contractors, Judy wanted them to develop some heart ad conscience to understand her course. The manager was trying to foster a win-win situation between the contractors and the government in that, the specification of the contractors and the price from the government will seem a fair deal for all. The attitudes and behaviors of the army base commanders and the conflicting contractors were gradually changed for the better (McCauley and McCall, 2007).Actions of creating trust and relationship between Judy and her partners
Firstly, she embraced business partnership between all stakeholders involved in the business. She explained the benefits of the plan both to the contractors and the government representatives. The value of reforms and change were among the main agendas in Judy’s meeting that she held in her office. This leadership quality was fundamental in creating harmony and peace in the workplace. Secondly, she embraced teammate positioning of all ideas. Secondly, the manager used visionary tactics to help the partners focus on the advantages of the partnership in the contract business. The merger between Raytheon &Hughes and the Anderson Chuck brought an active and inclined nature to accept change from the manager's reforms. The overall benefit from the manager was that she had the charisma and courage to put trust in her customers' needs. The belief and taking of risks by Judy showed lots of persistence that acted as mentorship to the aggrieved employees who did not settle for the course (Kraus et al., 1996).
Another success for Judy was the fact that she made it possible for the government to pave the way for the new contractors in that; there was trust that was developed between the manager's office and the mediation with the state. The leadership role is of an experienced field researcher. The manager (Judy) proved to the partnership of Raytheon and Hughes that their payments will be fair and in business it's worth the risks. The contractors developed trust through these negotiations, and the new manager proved a case of the ability to lure customers into buying the services at hand (Williams et al., 2002).
Leadership Development Plan for Judy
The key concept is to hail the new director to a more prestigious and higher office since she performed better in the current position. The essential performance skills that the director and all other leaders in high positions need to embrace are evidenced in explanations below:
Leadership maturity
Project Managers need to have a grasping nature to the events that occur in their leadership periods and the past. They should be able to develop excellent teamwork in organizations and foster support for the needy groups. The director should be able to perform even without being indisposed and also to behave and act in the roles of leadership. The manager (Judy) in our case acted in this manner and was successful in achieving certain attributes. The leader should also be able to communicate effectively to stakeholders and appreciate the feedback. These are instances where the AMRAAM group were confused in the new reforms Judy was trying to create. In the end, she managed to cultivate the culture of change by also allowing the victims recommend their say in the suggestion box (McCauley and McCall, 2007).
Strategic Awareness
Many organizations fail due to the lack of training that should be given to the project coordinators. The result will see a crumbling project not because there are no resources, but due to lack of information. The questions that should are will be aligned with many areas. For instance, is the leader thinking under the firm’s objectives and strategies? Is the coordinator conventional in the ways of satisfying the customers’ needs and all partners involved? According to the management at AMRAAM, Judy explicitly convinced the government and the two conflicting contractors to form a partnership that would see all companies benefiting in the end. The leader did this role with many participative actions (Williams et al., 2002).
Executive Orientation
The main idea here is to test the ability of the leader to relate to other project coordinators and even their staff. In this case, the leader should have a broader scope of all happenings in other organizations dealing with the same project portfolio. It widens the level of experience and diversity. All these will improve the reform agenda that Judy had and might have in the future career. The leader should be able to merge her ideas together with other departments to find effectiveness in delivering services (Williams et al., 2002).
Executive Presence
Many executives struggle to develop the appositive presence in the market of coordinating projects. The director here needs to improve her modes of relation with fellow colleagues. It is vital since these professional groups can provide ideas that will grow the manager in future such that perfection in the job is easily attained. In essence, Judy had qualities of a leader but if she embraces the above characteristics, the possibility of being the best one day won’t come as a surprise (Williams et al., 2002).The result will see the production of a strong leader that voices the need of the consumer or customers in any project that he or she is involved in at a particular juncture. In conclusion, Judy performed as expected of her and her attributes were great. She was comfortable in addressing issues and tried to make sure that solutions have prevailed. The staff and the discouraged workers did understand her plea in the end even if not in totality. The patience and perseverance in her were excellent to admire. A much better coordinator in her was a possible promise from the whole AMRAAM scenario (McCauley and McCall, 2007).
References
Kraus, Richard G (1996). Recreation Today; Program Planning And Leadership. New York: Appleton-Century-Crofts Print.
McCauley, Cynthia D, and Morgan W McCall (2007). Using Experience To Develop Leadership Talent. Print.
Williams, James (2002).Team Development For High-Tech Project Managers. Boston: Artech House Print.
