Evaluation of Janet Stone
Discuss about the Organizational Change For Corporate Sustainability.
Janet Stone had joined the International Institute for Educational Excellence or the IIEE as a director of the organization in the year 2012 (Waddell et al., 2016). The newly-appointed director had already demonstrated the skills and the qualities that are needed for the training and the education that needs to extended to the concerned executives. Janet might also boast of having the capabilities of a management consultant who has been specialized in dealing with the implementation of the strategies and providing the facilities to the concerned employees of the organization. The newly appointed director had been known for possessing the skills that pertained to supporting the concerned organization in various matters. However, Janet had never served an organization wherein she had to be in charge of the co-ordination of the various activities that needed to be undertaken by the concerned members of the organization. The director had demonstrated all the roles that are expected of an excellent leader. The director had ensured the fact that the various members of the concerned organization were satisfied in the concerned job that they had been offered in the concerned institution in discussion, the International Institute for Educational Excellence or the IIEE (Waddell et al., 2016). The director had also ensured the fact that the concerned institution had been performing well in terms of the services that it had been offering and the revenue that it had been earning.
A person who assists the organization in the matters that pertain to the installation of the needed changes in the same might be referred to as a change agent (Benn, Edwards & Williams, 2014). The major areas that are generally focused on by the concerned change agent are the various areas that deal with the development, the effectiveness and the improvement of the concerned organization. The quality of flexibility that is depicted by the concerned change agent is the criteria that decides whether the concerned change agent is good and suitable for the concerned job at hand (Noor-Ul-Amin, 2013). The change leader might be termed as a successful one within the conditions that demonstrate the ability of the concerned change agent to demonstrate the knowledge in various fields that might help them to bring about an effective change in the operations of the given organization. A change leader is expected to focus mainly on the areas that might need to be improved in order to facilitate the overall development of the given organization. The newly appointed director, in this case, might be put across as a good change agent. The director, Janet Stone has depicted all the qualities that are needed to be displayed by a responsible change agent in order to deal with the changes that are necessary for the concerned institution.
Qualities and skills depicted by Janet
The high frequency in the changes of leadership within the given organization might lead to a varied number of consequences within the concerned organization in discussion. The major areas that are affected by the high frequency in the changes in the senior leadership within the organization are related to the numerous business goals that are set up by the concerned organization (Mitchell, 2013). The frequent changes within the leadership of the organization might also lead to the conditions wherein the concerned company might face a slowing down of the concerned business organization. The overall growth of the concerned organization might also be affected due to the frequent changes in the senior leadership within the concerned business organization (Pfeffer, 2014; Cummings & Worley, 2014). The other matters that might bear the brunt of the frequent changes within the leadership of the organization are the development of the new products and services of the organization as well as the various matters that pertain to the relocation of the concerned organization (Bartunek, 2014). The changes in the senior leadership of the organization might refer to the handing over of the charges of the concerned organization to the newly-appointed members of the concerned organization (Khavul, Chavez & Bruton, 2013). The choice of the leadership plays a major role in the matters that deal with the overall growth of the concerned organization.
The given case study reveals that the International Institute for Educational Excellence or the IIEE had been functioning smoothly on the external matters. The clientele of the concerned organization had been happy and satisfied with the services that the concerned organization might have been offering them. The organization had been founded seven long years ago as a part of the joint venture of three well-reputed and esteemed educational institutions in the concerned region of Victoria, Australia (Waddell et al., 2016). The project was started as a pilot project that would be active for three years and would continue to exist in future with the approval of the board members who were elected by the member institutions in order to look after the various projects that were undertaken by the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE. The main motive behind the birth of this organization is the providing the various students with the needed education on the levels that are maintained by the executives. The decision of having a concerned board of members and a director of the institute was taken later. The director was meant to be an ex-officio member of the board. The case study further puts forth the fact that only one member of the initial board had been holding the office for seven years while all the others had been changed over the course of the seven long years.
Effects of the frequent changes in the senior leadership
The organizational development of the educational institution in discussion, the International Institute for Educational Excellence or the IIEE have been known to have a huge number of gaps that need to be addressed in order to ensure the smooth and the effective functioning of the concerned institution in discussion. The concerned management of the International Institute for Educational Excellence or the IIEE has been facing issues regarding the matters that pertain to the failure in the implementation of the various action plans and the numerous resolutions that were agreed upon by the various members of the board that were appointed to keep an eye on the maintenance of the overall performance of concerned organization (Waddell et al., 2016). The concerned organization has been facing a huge lack in the matters that deal with the legal identity of the concerned organization. The case study stated that the joint venture agreement of the concerned organization has expired almost a year back and needs immediate attention in order to maintain the formal identity of the concerned organization. The other gap that needs to be addressed within the organization pertains to the irregularity of the board meetings that are held within the concerned organization. This irregularity in holding the board meetings might lead to the improper functioning of the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE.
The newly appointed director of the International Institute for Educational Excellence or the IIEE, Janet Stone, might follow certain advises in order to deal with the addressal of the various issues that have been affecting the organization. The recent director of the organization might be advised to look into the regularity of the meetings that are held within the organization (Pinto et al., 2015). She might also be advised to ensure the fact that the authorities are well-informed of the conditions that exist within the concerned organization in discussion, the International Institute for Educational Excellence or the IIEE. The director might be advised to implement the parallel thinking theories as proposed by Edward de Bono in his famous tool named “Six Thinking Hats” (De Bono, 2017). This tool might help the concerned director to focus on the concerned problem in the first place, thereafter gain the knowledge of the actual reasons and the facts that are responsible for the same (Kivunja, 2015). The concerned tool might also help the director in putting forth the various intuitive solutions that might help in the improvement of the situation that is currently faced by the concerned organization. The fourth hat as mentioned in the tool deals with the positive impacts of the changes that might be implemented within the concerned organization. The fifth hat helps in the evaluation of the various negative impacts that might be faced by the organization on implementing the change that have been suggested for the organization. The last hat helps the concerned organization by putting forth the alternatives to the previously provided solutions and some other novel ideas for the purpose (Kalelioglu & Gülbahar, 2014).
Impact of changes on IIEE
The newly appointed director of the International Institute for Educational Excellence or the IIEE, Janet Stone has been known for helping the concerned organization in collecting a huge turnover in the small tenure of her service in the organization which had lasted for only !5 months. This had helped her to earn the attention of the members of the board who have been responsible for the overall improvement of the concerned institution in discussion (Waddell et al., 2016). The current director of the company had facilitated the increase in the number of clients as well as the increment in the inflow of the assignments that were provided by the existing clients of the organization. The actions that were undertaken by the director had helped in the expansion of the concerned organization on both the national as well as the international levels (Waddell et al., 2016). Janet had also undertaken the responsibility of the formulation of a business plan that might help in bringing forth the overall growth of the concerned organization.
Janet had been observed to have been using a number of strategies and techniques in order to attract the various potential clients of the organization as well as persuade the existing clients of the organization to entrust the concerned organization with the projects that they might be interested in completing. The newly appointed director had put forth the use of the SCAMPERR technique in solving the issues that were existent within the institution. Janet is observed to have been observing the operations within the concern and thereafter formulating strategies that might help in the overall improvement of the concerned institution in discussion. The director is observed to have substituted the various disjointed activities that were reported to have taken place within the concern as well as combined them with the newer strategies in order to bring about the needed changes. She ensured that the concern adapted to the modern techniques that are prevalent within the concerned market and modified the activities of the concern according to the concerned standards (Chulvi et al., 2013). The director is observed to have been organizing various meetings with the existing as well as the potential clientele of the organization in order to help in the increment of the revenue of the concerned organization (Fine, 2018). The director often helped the concerned clientele by offering them with the solutions that they might help them in the revival of their own business dealings (Kalelioglu & Gülbahar, 2014). Janet had also ensured the fact that the concerned clients received the services that they had been promised by the concerned organization while entering the contract with the International Institute for Educational Excellence or the IIEE. This might have helped the company to earn the trust of the concerned clientele of the organization.
Gaps that need to be addressed
The social capital of an organization refers to the network of the relationships that are maintained by the concerned members of the concerned society wherein the members have been residing as well as working. The social capital of an organization might also refer to the numerous forms of the social and economic culture whereby the social cultures seem to be the major point of concern (Field, 2016). The social capital might also be differentiated from the fact that the various transactions that are demarcated by the various virtues of co-operation, reciprocity and the trust among the members of the society (Burt, 2017). The director of International Institute for Educational Excellence or the IIEE had effectively established a social capital among the various clientele of the organization by helping them achieve their targets and solving the issues that they might have been facing, thereby earning the trust of the clientele in return (Stam, Arzlanian & Elfring, 2014).
The various successes that have been achieved by the International Institute for Educational Excellence or the IIEE refer to the various achievements of the current director of the organization in discussion. The newly-appointed director of the organization, Janet Stone had helped the educational institution to attain a respectable post in the concerned market. The director ensured the involvement of the board members in the functions of the concerned organization. This might have helped the organization to attain a more respectable and competitive position in the concerned market. In addition to the director, Janet Stone, the other members of the board are also advised to look into the matters that pertain to the improvement of the overall functions of the concerned organization providing educational help to the various students and other institutions. The frequency of the board meetings should be increased in order to formulate new ideas as to maintain the competitive positioning of the concerned company in discussion, the International Institute for Educational Excellence or the IIEE.
References
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Burt, R. S. (2017). Structural holes versus network closure as social capital. In Social capital (pp. 31-56). Routledge.
Chulvi, V., González-Cruz, M. C., Mulet, E., & Aguilar-Zambrano, J. (2013). Influence of the type of idea-generation method on the creativity of solutions. Research in Engineering Design, 24(1), 33-41.
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Khavul, S., Chavez, H., & Bruton, G. D. (2013). When institutional change outruns the change agent: The contested terrain of entrepreneurial microfinance for those in poverty. Journal of Business Venturing, 28(1), 30-50.
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Pinto, T., Barreto, J., Praça, I., Sousa, T. M., Vale, Z., & Pires, E. S. (2015). Six thinking hats: A novel metalearner for intelligent decision support in electricity markets. Decision Support Systems, 79, 1-11.
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Waddell, D., Creed, A., Cummings, T., & Worley, C. (2016). Organisational change: Development and transformation. Cengage AU.
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