Implementing Change
Implementing Leadership Change
Claranise Fuller, Travis Hill, Jessica MacDaniel
Implementing Leadership Change Implementing Leadership Change
In 1996 Gene One was part of the biotech industry and came a long way. Gene One wants to take the organization public in the next three years because of the increase biotech stock index on Wall Street. The decision to go public can inspire the company with capital that needs for the development and continue to be successful. Gene One has to decide what the next step is that there is resistance about the company going public.
Taking Gene One public in 36 months is a complicated goal that has some resistance to the change. The senior leaders should encourage his or her employees for change, and increase motivation to meet the deadlines. The senior leaders should also inform the employees of the commitment an IPO requires and evaluate other options of taking the company public such as private funding.
First Possible Strategy Continue With the IPO
Gene One will need a senior leader to implement different leadership styles and motivational skills to regain momentum for the IPO to stay on course. The implementation strategies should motivate the employees with the desire to be innovative. The IPO can succeed with the correct implementation techniques and keep Gene One on track with meeting the term goals.
To keep the IPO on track Gene One’s senior leaders need to identify the necessary changes that should happen within the organization. An organization should have constant communication with employees, and feedback from the employees. The senior leaders should realize that the employees can provide new ideas that can help take Gene One to another level in innovation. Senior leaders need to present research that supports the need for organizational change to the employees; this will help lessen any resistance from the employees. The development
Claranise Fuller, Travis Hill, Jessica MacDaniel
Implementing Leadership Change Implementing Leadership Change
In 1996 Gene One was part of the biotech industry and came a long way. Gene One wants to take the organization public in the next three years because of the increase biotech stock index on Wall Street. The decision to go public can inspire the company with capital that needs for the development and continue to be successful. Gene One has to decide what the next step is that there is resistance about the company going public.
Taking Gene One public in 36 months is a complicated goal that has some resistance to the change. The senior leaders should encourage his or her employees for change, and increase motivation to meet the deadlines. The senior leaders should also inform the employees of the commitment an IPO requires and evaluate other options of taking the company public such as private funding.
First Possible Strategy Continue With the IPO
Gene One will need a senior leader to implement different leadership styles and motivational skills to regain momentum for the IPO to stay on course. The implementation strategies should motivate the employees with the desire to be innovative. The IPO can succeed with the correct implementation techniques and keep Gene One on track with meeting the term goals.
To keep the IPO on track Gene One’s senior leaders need to identify the necessary changes that should happen within the organization. An organization should have constant communication with employees, and feedback from the employees. The senior leaders should realize that the employees can provide new ideas that can help take Gene One to another level in innovation. Senior leaders need to present research that supports the need for organizational change to the employees; this will help lessen any resistance from the employees. The development
References: Bass, B.M., & Stogdill, R.M. (1990). Handbook of Leadership Theory, Research and Managerial Applications (3rd ed.). Retrieved from http://cpmcnet.columbia.edu/dept/pi/ppf/Bass.pdf Chin, C., Lee, P., Kleinman, G., & Chen, P. (2006). IPO Anomalies and Innovation Capital Review of Quantitative Finance and Accounting, 27(1), 67-90. doi: http://dx.doi.org/10.1007/s11156-006-8543-7 Wagner, JJJ. Cummings, G., Smith, DL., Olsen, J., Anderson, L., Warren S (2010). Journal of Nursing Management (J NURS Manage), 18(4): 448-62 (43 ref)