Strategic Leadership & Change

RAK
SBS/ABS – BBA
Assignment – 2021

STUDENT ID: 21040154

UNIT TITLE: STRATEGIC LEADERSHIP & CHANGE

NAME (IN FULL): AUGUSTINE JOHNY

Table of Contents
Question 1 .......................................................................................................................... 3
Question 2 .......................................................................................................................... 4
Question 3 .......................................................................................................................... 5
Question 4 .......................................................................................................................... 8
Question 5 ........................................................................................................................ 10
Question 1B ..................................................................................................................... 15
Question 2B ..................................................................................................................... 16
Question 3B ..................................................................................................................... 17
Question 4B ..................................................................................................................... 18
Question 5B ..................................................................................................................... 20
Question 6B ..................................................................................................................... 21
Part A: Question & Answer based 2,500 words (+/- 10%). Each question carries
10 Marks

Answer the following questions in detail with examples as applicable:

Question 1
a. Identify one leader which you admire and highlight three of their values which contribute
to their leadership success.

Ans.) One of the leader I admire is Walt Disney. Over the years, the founder of the world's
most successful and profitable entertainment corporation experimented with a variety of
leadership approaches. However, in the years leading up to World War II, Disney
constructed the foundations of his empire mostly through participative leadership. It's a
leadership style that honors the opinions of team members and peers, but the leader is
ultimately responsible for making the final choice.

After the huge success of Snow White in the late 1930s, Disney began construction of a
massive studio facility in Burbank, California. He needed to discover and hire over 700
skilled artists, and he traveled throughout the country to do so. He even offered to pay for
their schooling as an incentive to assist them enhance their talents. Because of the nature
of full-length animated tale productions, teams of people had to pay close attention to
detail and continuity. This type of entertainment had never been attempted previously.
The model had to be created by Disney.

Disney is typically seen sitting around a drafting table or story board with a dozen other
artists — sometimes as many as 40 — methodically arranging and designing scenes and
characters in the many historical images from that era.

Disney realized that having too many cooks in the kitchen may spoil the soup, so he made
sure that everyone understood his vision for stories and how he wanted them told. Tens
of thousands of hours of artistic contribution were necessary to develop a single story,
which necessitated mastering the role of Participative leadership.
Question 2
b. Explain why emotional intelligence is fundamental to being a successful leader in the
21st century.

Ans.) Successful employees will need to acquire a skill set known as emotional
intelligence as the modern workplace evolves. According to research, those with a high
EI score have superior job performance, mental wellness, and leadership abilities.
Complex problem-solving, critical thinking, teamwork, and conflict resolution are all
talents regarded essential in the so-called "Fourth Industrial Revolution," which refers to
the economic impact of big data, artificial intelligence, and robotics. It is the obligation of
association leaders who want their organizations to flourish and thrive to cultivate these
qualities in their employees.

Emotional intelligence—the polar opposite of artificial intelligence—underpins all of these

abilities. These are crucial talents to have at all levels of your job. People with a high EI
score have better mental health, perform better at work, and have more effective
leadership skills, according to studies.
EI is defined as a set of emotional and social skills that influence the way we perceive
and express ourselves, develop and maintain social relationships, cope with challenges,
and use emotional information in meaningful and effective ways, according to Drs. Steven
J. Stein and Howard E. Book, developers of the EQ-i 2.0 assessment. To assess a
person's skill utilization, the assessment employs 15 scales and subscales. (1) Self-
perception, (2) self-expression, (3) interpersonal, (4) decision-making, and (5) stress
management are the five broad scales.

Coaching and assessment Assessment and coaching are two methods for honing and
improving EI skills. MultiHealth Systems, for example, offers a psychometric test of one's
EI called the EQ-i 2.0 assessment (similar to Myers-Briggs and DiSC personality
inventories), which allows one's EI to be evaluated, development areas identified, and
blind spots targeted. A effective coach would use a "co-active" facilitation paradigm that
focuses on discovery (EQ-i 2.0 assessment), awareness (assessment results
interpretation), and choice (creation and adherence to a client-determined development
plan).

Respect, openness, compassion, empathy, and a firm commitment to speaking the truth
must all be present for the coaching relationship to be successful. The role of the coach
is to assist clients in articulating their chosen purpose, clarifying their goals, and obtaining
their desired outcomes. Independent investigation and research. Goleman, who was
mentioned earlier, and Travis Bradberry, who you may follow on LinkedIn, are two thought
leaders on the topic of EI. I also recommend Stein and Book's The EQ Edge—Emotional
Intelligence and Your Success, which includes case studies and explanations of the 15
scales and subscales.

Mindfulness. When you're under pressure, practicing mindfulness has been shown to
help you cope with stress and create healthy stress-management methods. For example,
ask yourself, “How does my current mood effect my thinking and decision-making?” while
you're stressed. It's possible that if you take a moment to assess how you're feeling in the
moment before speaking or acting, you'll get better results. While we usually have little
control over the emotions we face (whether those feelings be our own or those of others),
we can control how we react to them by focusing on our thoughts and contemplating how
our actions can de-escalate or exacerbate a situation.

Question 3
c. Compare the different skills needed to be a successful leader to a successful manager.

Ans.) Effective leaders are able to communicate effectively, encourage their teams,
manage and allocate duties, listen to feedback, and solve problems in a constantly
changing environment. Your leadership abilities will be one of your most significant
assets, whether you're starting out in an entry-level role and hoping to progress up the
professional ladder or looking for a promotion.

The top ten leadership qualities that distinguish a strong leader in the workplace:

Communication is number one. As a leader, you must be able to communicate everything

from organizational goals to specific assignments to your staff in a clear and concise
manner. Leaders must be able to communicate effectively in a variety of settings,
including one-on-one, departmental, and full-staff talks, as well as communication by
phone, email, video, chat, and social media. Listening is an important element of
communication. Leaders should make themselves available to staff on a frequent basis
to discuss issues and concerns. Other communication-related talents include:
1. Listening attentively
2. Clarity
3. Correspondence
4. Editing
5. Explaining

Secondly is Motivation, leaders must motivate their staff to go above and beyond for their
companies; simply offering a fair wage is rarely enough motivation (although it is
important too). You can encourage your employees in a variety of methods, including
building employee self-esteem through recognition and prizes, or giving them new duties
to boost their interest in the firm. To inspire productivity and passion, leaders must learn
which motivators work best for their employees or team members. The following are skills
connected to successful motivation:
1. Allowing employee autonomy
2. Asking for input
3. Assessing the interests of staff
4. Convincing

Then comes Delegating, the leaders who attempt to complete too many duties on their
own will find it difficult to complete anything. Delegating work is sometimes viewed as a
show of weakness by these leaders, yet it can also be viewed as a sign of strength. As a
result, you must identify each employee's skills and assign assignments to each
employee depending on his or her skill set. You can focus on other vital activities by
delegating responsibilities to staff employees. The following are some of the qualities that
constitute a good delegator:
1. Accepting feedback from employees
2. Allotting resources for employees
3. Assessing employee strengths and weaknesses
4. Defining expectations
5. Evaluating employee performance

Then comes Positivity. In the workplace, a pleasant attitude may go a long way. When
things don't go as planned, you should be able to laugh at yourself; this promotes a joyful
and healthy work environment, even during hectic, stressful times. Employees who feel
they work in a favorable environment are more likely to want to come to work and, as a
result, are more willing to work long hours when necessary. The following are some skills
that contribute to a healthy work environment:
1. Caring
2. Conflict management
3. Developing rapport
4. Diplomacy

Then comes Trustworthiness, employees must feel confident in approaching their

manager or leader with questions or concerns. Employees will only trust leaders they
respect, thus it's critical for you to exhibit your integrity. You may encourage your
colleagues to be open and honest by being open and honest yourself. Here are some
talents and attributes that will help you communicate your leadership trustworthiness:
1. Ability to apologize
2. Accountability
3. Business ethics
4. Confidentiality
5. Conscientious
6. Emotional Intelligence

Then comes creativity. As a leader, you must make a number of judgments for which
there is no clear answer, thus you must be able to think creatively. Many employees will
be amazed and inspired by a boss who does not always take the easy way out. Here are
some creative thinking abilities to consider:
1. Analytical
2. Cognitive flexibility
3. Conceptualization
4. Critical thinking
5. Curiosity
6. Embracing different cultural perspectives
7. Foresight
Then come feedback. Leaders should be on the lookout for ways to provide team
members with meaningful information on their performance. However, there is a narrow
line between providing advise and assistance to employees and micromanaging them.
You'll feel more comfortable delegating jobs to your employees if you teach them how to
enhance their work and make their own decisions. Employees will also admire a boss
who gives straightforward yet compassionate feedback. The following are some
examples of clear feedback skills:
1. Being open to receiving feedback
2. Building confidence in employees
3. Clarity
4. Clearly laying out expectations
5. Coaching

Then comes responsibility. A leader is accountable for both his or her team's triumphs
and shortcomings. As a result, you must be willing to accept blame when something goes
wrong. Employees will lose respect for you if they witness you pointing fingers and
blaming others. Accept your failures and faults, and then come up with a clear plan for
improvement. Here are several attributes and skills that assist leaders communicate their
responsibility:
1. Acknowledging mistakes
2. Being open to customer feedback
3. Evaluating best solutions
4. Forecasting

Then comes commitment. It is critical for leaders to follow through on their promises.
Employees will recognize your devotion and follow your lead if you are willing to put in the
extra hours to complete a job. Similarly, if you offer an incentive to your employees, such
as an office party, you should always deliver. Employees can't expect a leader to commit
to their duties and tasks if he or she can't commit to his or her own. The following are
some skills related to workplace commitment:
1. Applying feedback
2. Commitment to company objectives
3. Determination
4. Embracing professional development

And at last come flexibility. At work, mishaps and last-minute modifications are
unavoidable. Leaders must be adaptable, accepting whatever changes may occur.
Employees will admire your capacity to adapt to change and solve problems creatively.
Leaders must also be receptive to recommendations and comments. If your employees
are unhappy with a particular area of the workplace, pay attention to their concerns and
be willing to make required changes. Employees will value a leader's willingness to accept
constructive criticism. Flexibility skills include the following:
1. Ability to learn new skills
2. Ability to respond to new problems or issues
3. Adaptability
 4. Improvising

Question 4
d. Compare systems-thinking with linear thinking and explain why a systems-thinking
approach would be advantageous to a leader.

Ans.) Because decisions are "unaffected by the decisions themselves," linear thinking is
also known as "open loop" thinking. This is what we call "quick-fix" thinking. A problem
needs to be fixed, so fix it, and the issue is resolved, according to linear thinking. Cause
and effect are assumed to be "close in time and space" in linear thinking. Senge
emphasizes that a "effect" is a symptom or issue that arises as a result of an underlying,
unrecognized problem, such as diminishing attendance, inadequate discipleship, non-
existent outreach, or decreased donations.

Closed loop thinking, on the other side, is what systems thinking is. Closed-loop thinking
recognizes that every decision has an impact on the system and its surroundings. And
that decision will result in system and context change, which will have an influence on the
system. "Every change alters everything," according to closed-loop thinking.

Actions have an impact on an issue, and change has an impact on a choice, according
to systems thinking. It's a closed loop, or circular process.

Linear thinking is an event-driven strategy that focuses on reacting to change rather than
initiating proactive change within the organisation. "An event orientation will ultimately
drive out actual vision, leaving only hollow 'vision statements,' wonderful concepts that
are never taken to heart," Senge said of the greatest danger of linear thinking for church
leaders.

Break things into component pieces Are concerned with the whole Are concerned with
content Are concerned with the process Try to fix symptoms Are concerned with the
underlying dynamics Are concerned with assigning blame Try to identify patterns Try to
control chaos to create order Try to find patterns amid chaos Care only about the content
of communication Care about content but are more attentive to interactions and patterns
of communication Believe organizations are predictable and orderly Believe organizations
are unpredictable in a chaotic environment

Linear vs. Systems Thinking

Linear Thinking Systems Thinking

Break things into component pieces Are concerned with the whole
Are concerned with content Are concerned with the process
Are concerned with the underlying
Try to fix symptoms
dynamics
Are concerned with assigning blame Try to identify patterns
Try to control chaos to create order Try to find patterns amid chaos
 Care about content but are more attentive
Care only about the content of
to interactions and patterns of
communication
communication
Believe organizations are predictable and Believe organizations are unpredictable in
orderly a chaotic environment

The use of a systems approach has a number of advantages. You can make your
workplace more effective and holistic by taking this strategy. Furthermore, by simplifying
your employment demands and business procedures, this technique may be able to save
your firm money in the long term.

1. Failure Can Be Beneficial

Failure is a common mistake that discovery system thinkers make. You are not a failure
if you regard everything as a system. It was the system, not you or your company, that
went down for a while.

While you want your business to succeed in the end, certain failures can teach you
valuable lessons and help you make better decisions in the future. Thomas Edison would
never have succeeded if he had given up after 9,999 failed creations. Instead, he
famously persevered and succeeded on his next effort.

2. A three-dimensional perspective
When you work in a specialized department, you tend to come up with your own solutions
to difficulties. A carpenter searches for a nail to solve a problem, while an accountant
pulls out their calculator. You don't want to have such a limited, department-specific focus
on resolving difficulties as a business manager because they rarely require the same
efforts to resolve.

Instead, take a step back and consider the entire ecosystem in order to get a
multidisciplinary understanding of the system. This broad perspective allows you to tap
into your creativity and come up with fresh solutions to meet your organization's
objectives.

3. Investigate Interconnectivity
There are workplaces where employees from several departments frequently cross paths.
These structures were designed to improve interdepartmental collaboration and to foster
the kind of serendipity that leads to unexpected answers.

When you use a systems approach, you'll notice that everything is dynamically
interconnected. To be successful, each person requires the help of their coworkers.
Interconnectivity, creativity, and productivity may all be included into your workplace using
the systems thinking approach.

4. Adopting a Problem-Solving Attitude

Managers strive hard to avoid difficulties the majority of the time. While you should
attempt to reduce unfavorable complications or teamwork challenges in your
organization, some topics are worth investigating further. Solving a complex problem
could lead to a better way of doing business, a new invention, or a completely new way
of living.

A systems perspective, rather than avoiding complexity, encourages you to perceive

issues as exciting opportunities. These issues present opportunities for you to create and
expand your imagination. Instead of avoiding challenging situations, your employees
become engaged problem solvers.

Question 5
e. “Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs
in the square holes. The ones who see things differently…. while some may see them as
the crazy ones, we see them as genius. Because the ones who are crazy enough to think
that they can change the world, are the ones who do” Using the six styles of leadership
identify what type of leader Steve Jobs was and explain how he embedded this into the
culture of Apple.

Ans.) Steve Jobs, the co-founder of Apple, is known for a variety of things. His
characteristic black turtleneck, his continual drive for invention, and, without a doubt, his
management style. Many former colleagues have spoken up about what it was like to
work for him, and it wasn't easy. He was known for his rigorous standards, irritability, and
unwavering devotion to his organization.

Steve Jobs' attitude is best described as dictatorial in terms of more academic leadership
techniques. He took a "my way or the highway" attitude toward leadership, believing that
he was completely accountable for his team's decisions and direction. He understood that
he was in command and that he didn't need his team's involvement or input to keep things
moving forward. He believed that making all of the decisions made work more efficient
and effective.

That high-level definition already gives you a sense of how demanding and rigid Jobs was
as a leader. But let's dig a little deeper into what made him tick. Here are the specifics of
Steve Jobs' management style, as well as how they connect to the many work attributes
discussed in Fingerprint for Success.

1. Steve Jobs was demanding

Steve Jobs is frequently portrayed as the epitome of difficult leadership, owing in large
part to his extremely high standards. He set a high standard for everyone who worked for
him, and he was renowned for being cruel at times.

He realized that in order for Apple to succeed, his team had to succeed as well. As a
result, he was unwilling to compromise on his standards, and staff were frequently
required to work long hours, discard ideas in response to his negative feedback, and
endure a great deal of severe criticism. There are numerous rumors that he fired interns
after a shared elevator ride, none of which has been verified conclusively.
Jobs was also a very impatient person who expected his workers to behave quickly. He
expected them to work hard, and he expected them to work hard right now.

2. Steve Jobs was a stickler for detail.

Jobs was a perfectionist to the core as a result of his high standards. He aspired for
perfection in whatever Apple created.

That means he was obsessive about the tiniest of minutiae. Vic Gundrota, the man behind
Google+, told an anecdote that perfectly encapsulated Jobs' attention to detail.

Jobs immediately assigned team members to fix the second "o" in the Google logo on the
iPhone icon, which didn't have the proper yellow gradient. That's correct, one of Apple's
co-founders recognized a single letter in a little symbol. Talk about a relentless pursuit of
excellence and a remarkable level of attention to detail.

3. Steve Jobs was a visionary.

“Here's to the crazy ones,” said Steve Jobs. The outcasts. The insurgents. They're the
troublemakers. The square holes have round pegs in them. Those who have a different
perspective on things. They despise regulations and show little regard for the status quo.
You can quote them, disagree with them, and praise or condemn them. Ignoring them is
about the only thing you can't do. Because they alter the situation. They propel humanity
onward. While some may regard them as insane, we see genius. People who are insane
enough to believe they can change the world are the ones who do.” Jobs was a brilliant
visionary who had a very clear vision for Apple's future.
He supposedly imagined a future in which every worker had a computer on their desk (he
wasn't far off), and he worked relentlessly to realize that vision.

In these ways, he exhibited some of the characteristics of transformational leadership,

which involves identifying and implementing change. Instead of accepting things as they
were, Jobs wanted to improve them.

4. Steve Jobs was devoted to his work.

Quote from Steve Jobs: "Life can strike you over the head with a brick at times. Don't lose
hope. I believe the only thing that kept me going was my passion for what I did. You must
discover what you enjoy. That holds true for both your work and your lovers. Work will
occupy a significant portion of your life, and the only way to be fully fulfilled is to
accomplish work that you believe is excellent."

Jobs was tenacious about his work for a reason: he was incredibly passionate about what
he was doing, and his work matched his inherent drives. It was because of this
enthusiasm that Steve was able to surf the waves of Apple, including multiple lawsuits
that threatened to sink the business.
Jobs was a firm believer in Apple's vision and mission, and he was committed to the
company's long-term success. He didn't stop there; he wanted his employees to have the
same degree of dedication and excitement.

5. Steve Jobs was a role model.

While working under Jobs was not easy, many former employees and successful
business executives have expressed their gratitude for the opportunity to meet him and
work for him.

Why? He was motivating, despite his severe requirements and strong or brash demeanor.
His enthusiasm for his profession was contagious, and those who worked under him
typically cite it as a career-defining experience.

Steve Jobs' leadership style is almost as well-known as his black turtleneck. His method
wasn't without problems, and it doesn't have to be followed to the letter.

However, there are other lessons to be learned from his approach to leading his team
and firm, including:

Hire the proper people: According to reports, one of Jobs' most crucial jobs was hiring.
He knew he wouldn't stay at Apple indefinitely, and he wanted to have faith in the staff he
was leaving behind. He was looking for someone that shared his passion for innovation
and high-quality work.

Encourage your staff to do their best: While unrealistic expectations can lead to failure,
raising the bar motivates employees to do their best. In many ways, having high
expectations demonstrates your confidence in them and your belief that they are capable
of more.

Set a good example: One of Jobs' most admirable qualities was that he didn't require
his staff to live up to values that he didn't share. He didn't expect his people to work long
hours when he wasn't even in the office—he was right there with them, doing the grunt
job.

Follow your own motivations (and those of your employees): Jobs was known for being a
never-ending source of zeal, which would not have been the case if his work had not
precisely coincided with his personal motivational characteristics. This lesson is
applicable to your team and the projects they work on (and should be!).

Just because someone has the technical skills to do a task doesn't ensure they'll enjoy it.
And working on something that isn't a good fit for them for an extended period of time will
deplete their energy and put them at risk of burnout.
Someone who is inherently enthusiastic about a project, on the other hand, will be able
to maintain their enthusiasm for it. They'll even be willing to gain the technical abilities
required to produce excellent results.

What is the story's moral? Assigning assignments based on a fixed concept of a job title
or position is a definite formula for stress and stagnation. However, tailor the role to the
individual and prepare to see your team grow.

It's easy to conclude that some aspects of Jobs' approach to leadership were admirable,
while others might have used more softening and refinement. He wasn't a flawless leader,
but he was effective and, perhaps most importantly, memorable.
Part B: Case Study based 3,500 words (+/- 10%).
As the GM of “AAA Healthcare LLC” you are responsible for 925 full time employees. Due
to COVID-19 since March 2020, you have been using your leadership skills in making
changes in a short time.
In June 2021, you have determined that the performance of employees has decreased
by 65%. All employees are currently vaccinated, however, due to the different COVID-19
strains, you noticed 25% of employees have reported to be physically ill in the past one
month (May to June 2021).
In addition, you have conducted some research and determined that your employees had
the following concerns:

⮚ Company will go through liquidation

⮚ Major changes conducted in a short time

⮚ Working remotely

⮚ Fear and anxiety

⮚ Uncertainty of the future

⮚ Exhaustion (mentally, physically & spiritually)

⮚ Salary cuts

⮚ Financial difficulties

⮚ Family problems/ divorce / family violence

⮚ Illness – Covid-19
In addition, as the GM of “AAA Healthcare LLC” you have 38 difficult project managers (9
females and 12 males) employees that you need to deal with immediately.

⮚ 11 females and 7 males: These employees are very demanding & want their ways.
They meet their KPI’s and are great with customers. You had a lot of complaints from
their colleagues about their bad attitudes.

⮚ 2 female and 9 males: Likes to argue always, even when they are in the wrong. A lot
of mistakes in their construction work and they are not meeting KPIs.

⮚ 2 females and 7 males: Like to give orders and delegate their work to others. However,
they do very little work and socialize at work. Likes to be in authority and takes credit for
others.
Finally, you have been instructed by the CEO to
reduce overhead costs by 27% from June 2021 by any means.
Questions relating to the case study. Each question carries 5 marks

Question 1B
1. As a leader what leadership qualities would you use to increase an employee's
performance?

Ans.) The servant-leader management style is excellent in assisting my team's

professional development. It also aids in the formation of a strong link between the
employee and the manager, as well as the promotion of increased trust, bonding, and
collaboration.

The goal of servant leadership is to help people learn from their mistakes and improve
their own performance, not to punish them. This leadership style can enable a team of
highly competent professionals achieve new levels of performance and production.

Coaching, training, and mentoring are all terms used to describe this managerial style. A
servant leadership style focuses on assisting employees. Managers that choose this
approach devote their time to coaching, mentoring, and assisting their employees. Rather
than being a dictator or enforcing rules, they regard themselves as advisers or coaches.

This will apply in the event of a group of employees (9 females and 12 males) that need
to be dealt with right away, as well as 11 females and 7 males who are very demanding
and insist on having their way. They meet their KPIs and have excellent customer service.
You received numerous reports from their coworkers concerning their negative attitudes.
2 females and 9 guys who are continually arguing, even when they are wrong. They make
a lot of mistakes in their construction job and don't fulfill KPIs, and there are two ladies
and seven guys who enjoy giving instructions and delegating their work to others. They,
on the other hand, do very little work and spend much of their time socializing at work.
Takes credit for others and enjoys being in charge. For all of these issues, servant
leadership is the most effective technique for improving their performance and
professional development.

Giving employees the opportunity to express their issues, whether individually or at work,
through training, coaching, or mentoring. When a leader understands where his or her
employees are coming from, and when employees understand their role in the firm
through their leader, they will see the leader as an ally with whom they can freely
communicate their difficulties and a source of strength.

With this, the employee will begin to open up about why they don't get along with their
coworkers, why they are demanding, why they always dispute, and why they boss people
around. After information has been revealed or discussed, the leader will begin to train
them on how to improve themselves in the job, resulting in higher levels of performance
and productivity.
Question 2B
2. What leadership styles would you use with these difficult 38 employees? Why?

Ans.) For the 38 tough employees, I shall take a democratic approach. This leadership
style encourages employees to share their ideas and participate on a regular basis. The
goal is to get your staff to share their views, ideas, suggestions, and potential solutions
so that they can help each other and the company flourish.

These 38 employees may be challenging because they have an idea that could help the
organization better. They may be tough because they do not believe they are valued or
heard in the organization.

Employees feel respected and heard when their leaders use a democratic leadership
style. It can also motivate kids to solve their own difficulties and come up with new and
creative ideas. The manager effectively encourages team members to think for
themselves and take on more responsibility for team decisions and outcomes by asking
for their feedback.

"How do you view it?" Democratic leaders are more inclined to inquire. They also
communicate information with staff that affects their work obligations whenever possible.
Before reaching a final choice, they also solicit input from staff.

This interactive leadership style has numerous advantages. It can foster employee trust
while also encouraging teamwork and cooperation. It promotes staff growth and
development while allowing for creativity. A democratic leadership style motivates
individuals to do what you want them to do, but in their own way.

Furthermore, by enlisting the help of others, the leader can come up with better solutions
and achieve better results than if he or she makes decisions alone.
Question 3B
3. What are the change strategies that you would conduct for improvements? Why?

Ans.) Planning, transparency and honesty, communication, and employee participation

are all effective change management tactics.

Before you present a suggested change to your team, make sure you have a clear
strategy in place that includes, at the very least, when, how, and why the change will
occur. Ideally, you'll have documented the tasks that will bring you where you want to go,
described new or changing responsibilities for those who will be affected, created a fully
established timeline, and come up with replies to potential objections.

The importance of transparency cannot be overstated. One of the more difficult aspects
of organizational change is that it frequently occurs in stages or requires a level of
confidentiality from the management team or specific employees. However, it's important
to be as transparent as possible with your employees, especially if the change will be
significant - even if you can't give them all of the details, being upfront about the pieces
you can share (and clearly explaining their impact) will go a long way toward making your
employees feel more at ease.

In this instance, a leader should be open and honest about the company's direction. The
information that the company is in liquidation should be communicated to the employees
by the leader. The change in question is positive; nevertheless, when the change is in
reaction to difficult circumstances or may have short-term negative consequences, it
becomes more difficult. However, being as honest with the staff as you can is usually the
best course of action: sugarcoating, too optimistic presentation, and unrealistic outcomes
will only make the staff suspicious and mistrust of your motivations. While it's crucial to
project a positive image to your team as a manager, do so in a way that acknowledges
potential obstacles and negatives.

Maintain open lines of communication with your personnel. Take the time to explain why
the change is taking place and how it will be implemented. Leaders should be available
to queries, host team meetings, and allow subordinates to come see them and discuss
their concerns or ideas in a neutral setting. Communication is critical in these difficult
times, especially for those who are accustomed to working remotely. When the
organization undergoes a significant change, there will be many questions because
everything is new, and they will need answers to those questions in order to gain a better
knowledge and to be able to carry it out effectively and appropriately.

Employees should be able to grasp where the company is now, where it has been, and
where it is headed. What role does the change play in the company's past, and how will
it influence its future? By explicitly laying out the philosophy and strategy behind the
change, employees will be able to see how it fits into, or evolves from, the company model
they've gotten accustomed to.
Above all, get back to basics and focus on preserving and exemplifying outstanding
leadership skills. Inspire your team; display strategic thinking; be open-minded and
adaptable; and demonstrate to your team that you have their best interests at heart. A
strong leader can assist his or her team face the challenges of change with confidence
and clarity, no matter how difficult they may be.

Strong leadership requires having a pool of change management tactics at your disposal
at all times.

Question 4B
4. What are the strategic thinking and tools that you would use to make these changes
swiftly and successfully?

Ans.) The McKinsey 7S Model is a framework for organizational performance that states
that in order for an organization to be successful, seven internal variables must be aligned
and reinforced. I'll utilize the McKinsey 7S Model, which states that a strategy is a plan
implemented by a company to be competitive in its industry and market. Establishing a
long-term plan that is aligned with the other aspects of the model and clearly expresses
the organization's mission and goals is an excellent method.

1. The corporate hierarchy, chain of command, and divisional makeup of the

organization define how the operations function and interconnect. It essentially lays
out the management structure and worker obligations.
2. The daily procedures, workflow, and decisions that make up the normal operations
within the corporation are referred to as company systems.
3. Shared values are the company's generally acknowledged standards and conventions
that impact and moderate the behavior of all employees and management. This might
be spelled out in detail in company guidelines distributed to employees. In practice,
shared values refer to the behavior that is expected in the workplace.
4. The talents and capacities of an organization's employees and management define
the types of accomplishments and work that can be accomplished. There may come
a moment when a corporation evaluates its available talents and determines that it
needs to make adjustments in order to meet its strategy's objectives.
5. Style refers to how management leads the organization by example and approach, as
well as how this affects performance, productivity, and corporate culture.
6. The term "staff" refers to the company's employees, as well as the size of the
workforce, their motivations, and how they are trained and prepared to complete the
tasks at hand.

This model will assist both leaders and employees in understanding their roles in the
upcoming change, and providing employees with the option to participate in, or provide
input on, decisions can be a very beneficial technique. Employees will appreciate the
opportunity to speak up, and it may also be a fantastic way to gain new views and grasp
consequences that might not have occurred to them otherwise.
The transition will be successful if the employees understand their role in the upcoming
change and how critical it will be for the company's success, as the company's success
equals their success.

Rather than a quick shift in direction, a longer, more deliberate rollout is nearly always the
preferred option. Not only will you allow staff time to acclimatize to the change, but you'll
also be able to answer inquiries and address any difficulties well before the change takes
effect. Furthermore, because individuals are hesitant to learn new habits, this will allow
your employees to become acquainted with the new way of doing things and gradually
phase out old behaviors in a more natural manner.

Business leaders and stakeholders utilize strategic thinking and analysis to decide on the
product mix they'll offer, the competitive landscape they'll compete in (or not compete in),
and how limited resources like time, personnel, and capital will be spent. They must
determine the optimum structure for enlisting others in order to achieve essential goals
while avoiding putting resources at needless danger of loss.

Analysis, problem-solving, decision-making, and change leadership are all part of

company strategy.

You'll examine the following when you develop a strategic direction or plan:
 Business opportunities and vulnerabilities - The company is vulnerable in this
scenario since it is in the process of being liquidated.
 The feasibility of each proposal or risk - Risk elements are increasing as a result
of the pandemic, employees are sick and anxious, and so the law is being
produced.
 Reduce overhead costs by 27% by June 2021 with each move you're considering.
 The probability that various strategies will be successful - It is most likely if leaders
and employees work together.
 Methods for aligning goals with the broader strategy
 Competitors, suppliers, customers, and new replacements could all have an
impact on your strategic intentions.

You'll problem-solve as you come across barriers during the planning process by:
 Obtaining pertinent knowledge regarding the issue
 From a strategic standpoint, clearly describing the problem
 Possible solutions are being considered.
 Imagining new obstacles and figuring out how to conquer them
 Assigning tasks to key partners for various aspects of the plan

When it comes to adopting a plan and sticking to it, strategic thinking necessitates
flexibility and decisiveness. You must, however, keep an eye out for fresh, more
promising opportunities. It's a delicate balancing act of constancy and adaptability.
 Ensure that your decisions are based on careful research.
 Determine your goals and the measurements that will be used to measure them.
  Prioritize your goals.
 Stick to a tried-and-true decision-making procedure.
 When it's required, come to an agreement.

During strategic planning, the leader must communicate ideas to the staff and solicit
feedback. Use effective channels to communicate to all employees a compelling vision of
the completed strategy and to keep them focused on their role in it.

Question 5B
5. What strategies would you use to ensure that the strategies that you have selected are
effective and efficient?

Ans.)
 Assuring that operations are carried out within the established limitations.
During the formulation of strategic planning, necessary parameters for the
accomplishment of each action planned for the organization are considered. Costs, time
to complete, and the financial, material, and human resources required, to name a few.

Now, the manager must ensure that all operations are carried out within the right
parameters while the strategy is being implemented. Rather than assessing, the
management should consider whether a course correction is necessary, as well as
whether the parameters for any activity should be reconsidered. Assuring activity
progress aids in the development of performance criteria that reflect progress toward
long-term objectives, as well as assessing people's performance and providing feedback.

 Assuring that actions are in line with the company's DNA

The organization's vision, mission, and values are inextricably interwoven. Monitoring
strategic planning is also a technique to make sure that activities are being created in line
with the organization's values and organizational culture. Because they are directly tied
to the company's organizational climate and business image. Check out this one-of-a-
kind Siteware infographic that illustrates the repercussions of a misaligned strategic
planning organizational culture. To ensure that the tactics are effective and efficient, they
must be monitored and measured. Once the change process is underway, it's critical to
keep a close eye on the implementation and deployment to ensure that everything runs
smoothly and the organization succeeds. Keep an eye out for any concerns and deal with
them as soon as possible. Define success measures and track them over time to ensure
you stay on target. Also, stay in touch with important stakeholders on a regular basis to
measure their impressions and obtain any pertinent comments.

 Evaluating one's ability to achieve goals and identifying issues

Analyzing both the internal and external personnel, as well as the interchange of ideas,
is critical in determining how successfully a firm can meet its goals for the period. It is
feasible to visualize or anticipate potential bottlenecks in corporate daily life by comparing
performance data to set standards.
When a corporation constantly monitors its strategic planning, it ensures that its personnel
are doing a good job, are committed to continuing progress, and have sufficient records
to evaluate them.

Another master's quotation, this time from Ram Charan, demonstrates the importance of
strategic planning monitoring.

"70% of strategies fail because they are ineffective. They almost never fail as a result of
a lack of intelligence or vision."
That is, it is critical to conduct strategic monitoring and assessment of the planning
methodically and continuously while implementing the plan.
After all, only strategic planning control and assessment - with metrics - will allow errors
to be discovered and corrections to be made if 70% of planning activities fail in
implementation.
The same indications that were used to prepare strategic planning should be used to
monitor strategic planning.

This also enables for process assessment as the corporation discovers that activities,
internal and external relationships, client approaches, and other aspects of the business
need to be tweaked.

Question 6B
6. What recommendations would you provide to the CEO for this company? Why?
Ans.) I would encourage the CEO to be more upfront with his staff and to be more
understanding, as the illness is beyond the company's, employees', or leaders' control.
As the COVID-19 issue unfolds, develop a clear, honest, empathic, and uncomplicated
method to communicating. It is critical, not only because we live in an era of quick
dissemination of information of dubious reliability from numerous sources, but also
because we live in an era of rapid dissemination of information of dubious veracity from
various sources.
Establish yourself as a reliable source. It's important to remember that in any
communication strategy, what counts most is that your audience understands what you've
said. It shouldn't be labeled a communication strategy, but rather an understanding plan,
as one of my colleagues likes to say. The focus should be on what your listeners take in,
especially in a chaotic and unexpected circumstance.
Maintaining best practices in the areas of physical and mental health is not a luxury or a
frill, but rather a necessary part of risk management. CEOs and top executives must place
a high priority on their own health. Boards must urge their executive teams to make this
a priority, even if it means nagging them like anxious grandmothers and sending chicken
soup to their home offices.
Leaders must also be role models for their teams when it comes to self-care. Employees
can be rattled and their confidence weakened if they appear disheveled and weary in
virtual meetings. The CEO, on the other hand, is determined to cut costs at all costs.
Instead, I would encourage him to improve production by guiding the leaders in planning
how to reclaim the 65 percent of production that was lost. Even in these difficult
circumstances, if employees are motivated and heard, the company may not need to go
through liquidation.