Organizational Change and Leadership Development Plan Analysis

Introduction

Many organizations globally strive to achieve their desired growth and sustainability. Effective leadership and management promote the realization of strategic goals by ensuring that organizational activities are executed in accordance with development strategies. This paper analyzes some of the strategies used in promoting the realization of the downsizing goals of the Advanced Medium Range Air-to-Air Missile (AMRAAM) Company at Eglin Air Force Base, Florida. It also provides a personal leadership development plan grounded in the lessons drawn from that case.

Practices Successful Project Managers Apply in Leadership and Management

The management strategies adopted in an organization influence the degree of its success. Most project managers employ their leadership and interpersonal skills effectively to ensure the success of their projects. This entails adopting strategies aimed at motivating employees to work together and pursue a common goal. Project managers create organizational structures that facilitate the success of the designed project, including adopting effective leadership styles such as transactional and transformational leadership that are employee-centered and foster commitment. The success of a project also relies on the effective use of allocated resources.

Project managers achieve this by encouraging responsibility and accountability among key stakeholders, ensuring their autonomy and thereby promoting project success. Successful project managers also recognize the importance of creating an environment that supports open communication among employees. Such an environment encourages commitment, empowerment, and teamwork. In addition, successful project managers develop anticipatory plans for managing unknown risks, which eliminates factors likely to impede a project's success (Richman, 2012).

Developing a Culture of Trust During Downsizing Implementation

From the case study provided, it is apparent that the strategy of developing the desired culture and achieving the planned downsizing was successful. The approach of informing employees about expectations and the effects of downsizing proved effective. An open channel of communication was established between the government and the contractors, which promoted the realization of the desired organizational goal. Providing employees with a system for expressing distress and dissatisfaction with organizational activities also facilitated the realization of the downsizing strategy and the establishment of the desired organizational culture (Richman, 2012).

For example, offering employees an outlet for diffusing tension and frustration through monthly meetings helped achieve the goal of downsizing with minimal negative impact on employees and the organization as a whole. Changing the predominant leadership style within the organization helped create the desired culture. Specifically, bureaucracy was eliminated in order to win trust from key stakeholders, which ultimately resulted in the organization performing according to government and customer expectations.

Furthermore, the long-term culture was developed by aligning the perceptions of the management team through various meetings focused on partnership status, weaknesses, and areas needing improvement. For example, using a copy of the spec tree governing the program illustrated the problems facing the AMRAAM and demonstrated the need for collaborative change strategies. This helped establish a "heart and soul" relationship with the products among key stakeholders. The mirror exercise further enhanced acceptance and understanding between the teams, sealing the collaborative relationship. Dennis, a key team member, helped collaborating teams understand the need for their partnership by holding meetings and facilitating open communication between the government and contractors. This confirms that the strategy of introducing the desired organizational culture was a success (Richman, 2012).