Following is the article written by me on a case study. Would you help me make a PowerPoint presentation out of it of 10 -12 slides ? Please mention the agenda , overview, and conclusion .

Question :-

Read the Case 15.1 Transformation and Change at Leeds Rhinos: The Power of One pages 522-523

Answer the following questions in essay format (you will need six peer-reviewed sources for support)

What are the major lessons that can be learned from this case study on leadership and change?

Discuss the pros and cons of the strategy developed and used by Hetherington at Leeds Rhinos.

What do you foresee as the major future challenges for Leeds Rhinos and how would you go about dealing with these?

Culture is sometimes seen as something an organization is (not open to manipulation and change), whereas others argue that it is something that an organization has (more open to change and revision). How does the Hetherington case relate to these two views?

The mnemonic "IGOPAST" refers to how individuals, groups and organizational culture are the variables that affect the productivity, absenteeism, satisfaction and turnover of staff in an organization. Define and identify one of each of the seven variables in the Rhinos story.

In addition to your CLA 2 report, please help me with professional PowerPoint presentation summarizing your findings for CLA 2. The presentation will consist of your major findings, analysis, and recommendations in a concise presentation of 12 slides (minimum). You should use content from your CLA 2 report as material for your PowerPoint presentation. In addition, you should include learning outcomes from all your major assignments. An agenda, executive summary, and reference slides should also be included.

Article I have written:-

Leadership and Change: A Case Study of the Leeds Rhinos

Bench-marking is crucial for researchers in handling unanticipated events since the present business climate is one that is constantly changing and unpredictable. The approach that a company uses to deal with unforeseeable circumstances can be referred to as an organizational transformation ("Enhancing Organizational Performance," 1997). According to Moran and Brightman (2000), change management refers to the method by which companies continuously update the strategy, framework, and skills of an organization to meet the constantly changing needs of customers from within and outside the organization. According to Alblooshi et al. (2020), both the managerial and tactical stages of a company's lifespan rely on change. Every firm must stress its expected future standing and how to effectively make the necessary adjustments to achieve it. Consequently, organizational transformation and strategic planning cannot be separated. It is now necessary for people in managerial roles to possess strong management abilities given the significant function that organizational transformation plays in society (Ford et al., 2020). Owing to comparative possibilities and difficulties, competitiveness has grown increasingly demanding as a consequence of the volatile and unpredictable character of the present-day workplace ("Enhancing Organizational Performance," 1997). Utilizing efficacious strategic management techniques helps firms improve efficiency in competitive, agitated, and dynamic environments. In order to investigate the learning that can be obtained about leading and transforming, the following paper explores the case analysis of the Leeds Rhinos. Under Gary Hetherington's direction, the reputable rugby league team Leeds Rhinos witnessed a substantial makeover. This paper analyses the advantages and disadvantages of Hetherington's plan, highlights Leeds Rhino's upcoming difficulties, explores the function of tradition in organizational transformation, and highlights essential elements of the "IGOPAST" structure.

The Leeds Rhinos case study offers perceptive information on transformation and leadership. At first, it emphasizes the value of visionary leadership. By providing the company with definitive guidance and encouraging transformation, Hetherington exhibited visionary leadership. In order to make Leeds Rhinos a profitable and enduring rugby club, he directed everyone in the organization in this direction. Second, this change was greatly aided by Hetherington's concentration on tactical thinking. He created a thorough plan that included all facets of the business, such as player development, hiring, financial security, and branding (Dawson & Andriopoulos, 2021). This case emphasizes how crucial it is to include stakeholders in the transformation phase. Hetherington encouraged an atmosphere of stakes and devotion to the club's goal by involving players, employees, supporters, and advertisers. Constant enhancement was a key part of Hetherington's approach to managing transformation. Leeds Rhinos managed to respond to changing difficulties and keep its edge in the league by establishing an atmosphere of acquiring knowledge, creativity, and responsibility.

Hetherington's plan, which was implemented at Leeds Rhinos, had a number of benefits. The team's results significantly improved as an outcome of Hetherington's plan. Leeds Rhinos earned economic security, many championship victories, plus an edge over their rivals in the rugby league. According to Xiao et al. (2017), a solid business environment built on discipline, diligence, and exceptionally high ethics was established by Hetherington. The resulting atmosphere promoted success-orientated devotion, endurance, and collaboration. Creating collaborative relationships with sponsors, broadcasting companies, and neighborhood organizations were part of Hetherington's plan. These alliances gave the club greater assets, improved brand recognition, and reinforced its standing.

Perhaps could be a few negative aspects to Hetherington's plan, though. Players and employees might have experienced excessive demands and performance-based strain as a result of Hetherington's concentration on short-term achievement. The strategy's heaviest dependence on regional player recruiting and growth curtailed the ability to access more potential players. Long-term difficulties with this strategy may arise, particularly when player existence and qualifications vary. Since youthful talent was so heavily relied upon, there could have been a higher chance of uneven performance because of its relative inexperience (Bolander et al., 2017). Knowing the club's budgetary constraints, it probably has been difficult to strike a balance between immediate success and long-term viability.

Moving forward, Leeds Rhinos might have several difficulties. The prospects for the club will depend on the continued growth of skills, creativity, and adaptability. For the company to be relevant in the shifting rugby scene, its approaches have to be constantly enhanced (Xiao et al., 2017). Leeds Rhinos must broaden their sources of income, look into new sponsorship options, and efficiently manage their expenses to maintain their fiscal health. Investing for potential expansion and dealing with economic volatility will be considerably easier by this. Leeds Rhinos must concentrate on interacting with supporters using a variety of platforms, like social networking sites, meetings, and community-building initiatives, to meet changing supporter expectations and the growth of digital media. For a successful future, developing a devoted and enthusiastic following will prove essential.

Organizational transformation requires careful consideration of cultures. The Hetherington case study supports the idea that the cultural environment is a property of a company and is thus subject to modification. The social structure of the Leeds Rhinos was changed as part of Hetherington's transformational attempts to bring it in line with his principles and ideals. He stressed that the club's ethos is based on discipline, perseverance, and elevated values. By creating new procedures, encouraging a feeling of responsibility, and encouraging a growth attitude, Hetherington proactively attempted to change the way things were done.

This instance illustrates how the business environment may be changed and impacted to get the intended outcomes. To build a successful atmosphere and an enduring future for Leeds Rhinos, Hetherington understood the necessity of changing the club's ethos. He managed to change the environment in the company by putting fresh rules into place, making investments in player growth, and stressing the value of collaboration and ongoing progress. It is crucial to keep in mind that altering corporate culture is a difficult task. It needs solid interaction, effective management, and constant encouragement for desirable actions (Jasenko et al., 2021). In the instance of Hetherington, creating the necessary ethos at Leeds Rhinos required patience and continuous work. This shows that although culture may be transformed, doing so calls for a methodical and deliberate approach (Jasenko et al., 2021).

The IGOPAST framework describes how employees, teams, and cultural factors impact a company's worker efficiency, tardiness, fulfillment, and churn (Cantwell & Verbeke, 2017). The "IGOPAST" structure offers an understanding through which to investigate factors that affect the dynamics of organizations. Amongst the factors that may be recognized in the Rhinos narrative is "P" for productivity. The goal of Hetherington's plan was to increase team efficiency by investing in talent growth and performance improvement. This required building stringent training regimens, utilizing the statistical analysis to pinpoint areas of weakness, and fostering an atmosphere that valued lifelong earning and development (Cantwell & Verbeke, 2017). Additionally, "Motivation" pertains to another particular factor in Rhino's narrative. The efficiency and accomplishments of the players and personnel are greatly influenced by motivation. Promoting a feeling of desire and aspiration in people to pursue achievement and support the team's achievement was a key component of Hetherington's plan. "Team Cohesion" is a group factor in Rhino's tale. The triumph of Leeds Rhinos was dependent on developing an intense sense of teamwork. In order for employees and players to successfully team up toward accomplishing shared objectives, Hetherington put a strong emphasis on creating a feeling of togetherness, teamwork, and unified goal amongst them. Accountability is a company-wide factor in Rhino's tale. Taking individuals and groups accountable for their accomplishments and deeds, Hetherington placed a strong emphasis on accountability throughout the business. This environment of excellence was fueled by a sense of accountability culture, which also made sure that everyone assumed responsibility for their tasks (Jauhari et al., 2017).

In conclusion, the Leeds Rhinos case study gives perceptive guidance on transformation and leadership. The club's remarkable change is proof of the value of visionary leadership, involvement from stakeholders, solid interaction, and openness. The emphasis on youthful growth, ongoing growth, and community involvement helped the club succeed even if Hetherington's model had several drawbacks. Leeds Rhinos will have problems in the future related to sustaining their level of competition and handling societal and leadership changes. Finally, the instance highlights the organization's capacity for changing and adapting its culture by showing how culture may be purposefully constructed to promote development activities (Wu et al., 2019). Organizations may handle efficiency and other important areas of their operations in an efficient manner by comprehending the factors inside the "IGOPAST" framework

References

Alblooshi, M., Shamsuzzaman, M., & Haridy, S. (2020). The relationship between leadership styles and organisational innovation. European Journal of Innovation Management, 24(2), 338-370. https://doi.org/10.1108/ejim-11-2019-0339

Bolander, P., Werr, A., & Asplund, K. (2017). The practice of talent management: a framework and typology. Personnel Review, 46(8), 1523-1551. https://doi.org/10.1108/pr-02-2016-0037

Cantwell, J., & Verbeke, A. L. (2017). The JIBS 2016 Decade Award: A quarter century of Culture's Consequences: a review of empirical research incorporating Hofstede's cultural values framework. Journal of International Business Studies. https://doi.org/10.1057/s41267-016-0042-z

Dawson, P., & Andriopoulos, C. (2021). Managing Change, Creativity and Innovation. Sage Publications Limited.

Enhancing Organizational Performance. (1997). In National Academies Press eBooks. https://doi.org/10.17226/5128

Ford, J. K., Lauricella, T. K., Van Fossen, J. A., & Riley, S. J. (2020). Creating Energy for Change: The Role of Changes in Perceived Leadership Support on Commitment to an Organizational Change Initiative. The Journal of Applied Behavioral Science, 57(2), 153-173. https://doi.org/10.1177/0021886320907423

Jasenko, L., Romie, L., Gillian, W. S., & Inga, M. (2021). Empower me or not? Influence of societal culture. Cross Cultural & Strategic Management, 29(1), 114-146. https://doi.org/10.1108/ccsm-05-2021-0091

Jauhari, H., Singh, S., & Kumar, M. (2017). How does transformational leadership influence proactive customer service behavior of frontline service employees? Examining the mediating roles of psychological empowerment and affective commitment. Journal of Enterprise Information Management, 30(1), 30-48. https://doi.org/10.1108/jeim-01-2016-0003

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Xiao, H., Wang, Y., Li, W., & Ma, Z. (2017). Intellectual structure of research in business ethics. Nankai Business Review International, 8(1), 100-120. https://doi.org/10.1108/nbri-10-2016-0035