sethe text and at least twoadditional references to research team member rolesin relation to the successful functionof a team.

Preparean 8-slide presentation with speaker notes that addresses the following:

• describe at least three different roles
• how is each role beneficial to the function of the team
• provide specific examples to illustrate your ideas

Formatyour submission consistent with APA guidelines.

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1 Synergetic Solutions Report Oheneba Acheampong COM/530 October 3, 2016 Robert Beaudry 2 Synergetic Solutions Report Harold Redd the Synergetic Solutions Chief Executive Officer faces an integrated idling system with a market dilemma. Synergetic Solutions compelled to make changes ventured into the solution of business implementing and designing complex networks computing. As necessary changes introduced, companies needed to be flexible agile and capable of suiting to change (University of Phoenix, 2016). The observation simulation expresses how changes brought about by strategic resourcefulness within the company that affects working tactics and the organizational culture. Adapting to change is difficult for the employees and the organization as a unit. Meanwhile, the financial sector of instability, new technology initiative, and global competitors has forced the change. Across the East Coast within located five sectors Synergetic Solutions had 300 employees, the Sales Personnel predominantly the workforce contains customer service and a minimum of the trained highly specialist. The CEO Harold Redd focus on the future; his goals set for this business networks solution to raise the revenue 80% of total sales of $12 million with a ninemonth target. And he has appointed me to spearhead the transformation of his $6 million company along with a selected consulting team (University of Phoenix, 2016). The problems needed to solve may consist of the work environment and redesign of the organization structure. Also, programs to assist employees and new Human Resources policies must improve. And late issue to address is the upgrade of current employee skills or hires new employees. 3 Moving Forward Organizational change in today's business world is a necessity for success. This simulation shows the internal and external challenges faced Synergetic Solutions when introducing structural changes. The forces of change were induced by the idling system mentioned previously. Technology is constantly evolving. This system upgrade will provide increased applications and outsourcing. Therefore, giving privilege to employees to carry out job functions more efficiently. Consumer demands are ultimately causing a shift in new technology. As changes in demand, the environmental changes causing a more global market. Synergetic eventually will need to look beyond the East Coast. As the economy fluctuates, innovative ideas are required to sustain the company's existence. In looking at the economy, adaptability is essential. Competition is another force that Synergetic should consider. Organizations must adapt to maintain their established customers. Along, with applying the appropriate model management change and strategies used in reducing employee resistance. First Quarter Phase Synergetic Solutions started by an agenda- setting into effect that prepared employees to move from status quo over the first quarter. Introducing an improvement of workflow efficiency, organization effectiveness, employee interactions and well-being started trouble. This strategy to redesign the office layout and re-engineering process began an uproar that showed its impact months later. As the first quarter goes into effect, internal forces were emerging. The first implementation stirred up trouble for the employees. Therefore, the unfreezing process was not an appropriate strategy (University of Phoenix, 2016). Team leaders were addressed by the network architects and solution designers, requesting raises and promotions. These costly 4 trained employees now are attractive targets for our competitors. The first quarter strategies we ran out of steam. The productivity target was at 5% the actual landed at 3%. Absenteeism had a target of 2%, and it went up to 3.8%. Instead of decisions, principal architects and solution designers lost to competition (University of Phoenix, 2016). Outsourcing helped reduce some of the workloads. However, incentives and pay packages should offer to remain staff for motivation. Offering encouragements will assist incompetency and performance improvement. Second Quarter Phase The second quarter phase training consisted of implement the plan of action within mentoring the critical areas. Also, bonuses related to performance management system are on the agenda and ran into resistance after implementing a plan of action. The second status report indicated that many schedule projects were behind. Apparently, leaders on the projects expressed that crucial decisions and programs have not examine, while team members continue to report to their functional heads disregarding clear guidelines (University of Phoenix, 2016). The team based structure fell back in motion after critical strategies were solved. After completion of a real recovery, the company objectives move full steam ahead. The productivity target set at 5% surpassed at 4.40%. Absenteeism had a target of 2%, and it went from the first quarter to 3.8% (University of Phoenix, 2016). Management made an effort to communicate changes and address employee concerns. Once the employee's fears were taken care of, they bought into the organizational changes. Filling gaps in competency and offering incentives to motivate employees toward improving their skills ultimately raising productivity. As a result, the project stands back on schedule. Third Quarter Phase 5 The third quarter phase strategies among the initiation of tactics self-managed teams implement process expansion. This semester plans caused additional problems that needed to be taking into consideration. The productivity and involvement of some of the top change supporters have decreased drastically. Many team leaders believed their contributions to the offsite projects were not recognized. Therefore, team leader morale declined considerably. Additional strategies for improving project accountability and effectiveness and the establishment of documentation procedures revived the transition process. After the third quarter, the development for Synergetic is moving full steam ahead. Also, the growth projections look promising. Team leaders have decided to stay on board and projects are back on schedule. Third quarter productivity totals reached 4.95%, and absenteeism had a significant drop to 1.20% (University of Phoenix, 2016). The Change Summary Throughout the simulation, a planned organizational change was resolve. That is processing from unfreezing from the status quo, and refreezing changing to complete the transformation emerges from the classic Lewin's three-step model. As indicated in the first quarter, the unfreezing from the status quo created problems which did not go well. Not point out in the simulation is the enhancement of Lewin's model the Kotter eight - step plan. First, four Kotter's steps come from Lewin's \"unfreezing\" stage. Others from 5 through 7 exemplify \"movement,\" the rest final steps works mostly on \"refreezing\" (Robbins & Judge, 2011,). Input from Kotter's to managers a more detailed guide for implementing change successfully. The resistance from change is factors considered when viewing these models. As creatures of habit people usually find difficulty trying new things. The human characteristic of 6 employees does not have an interest in workplace change once the traditional culture disrupts. For many employees, the fear of the unknown is a major resistance factor in organizational changes. Within the simulation managers found that employees were not motivated in turn, decreased production. Some employees embraced their self-interest and found employment elsewhere. Other forms of resistance consist of personality conflicts, mistrust, and differing of perceptions. The opinion of an employee can considerably affect resistance to change (Robbins & Judge, 2011,). The possibility of resistance lessens when employees perceive that the benefits of a change exceed their personal sacrifices. Leadership should provide as much information as possible to employees regarding any changes. During the simulation, management opened the line of communication. Their efforts of conducting meetings paid off. Leadership explained the reason for changes and employee's questions were address. Additional training took place to fill in gaps and improve employee skills. Also, leadership offered incentives and pay bonuses for motivation. As a result, communication, training, incentives, and compensation packages minimize the resistance change. Conclusion Synergetic Solutions confronted the integrated market with strategic changes to their idling system. The venture into the network solution business of designing and implementing complex and computing systems was lucky. The company showed flexibility and adapted to change well. The simulation expressed how changes brought about by strategic resourcefulness within the affected working tactics and the organizational culture. This adjustment to change was difficult for the employees and the organization. However, with occasional resistance a launching pad for success was made available. This simulation showed implementing structural 7 changes for the external and internal challenges. The appropriate change management model and strategies reducing employee implementation resistance were applied. Above all the transformation was executed well. Our goal for this network solution business had been set to raise revenue 80% of total sales with a nine-month target of $12 million. Under my leadership and ability to manage change, our total revenue experienced a growth of $6,050,000 and networking revenue 80% (University of Phoenix, 2016). Although this could have been better, the objective is to continue this trend. 8 References Robbins, S., & Judge, T. (2011). Organizational Behavior (14th ed.). Retrieved from the University of Phoenix eBook Collection database. The University of Phoenix. (2016). Human Relations Organizational Behavior [Multimedia]. Retrieved from the University of Phoenix, COM/530 website. Kotter, J (1996). Leading Change. Harvard Business School Press, Boston. Retrieved from http://www.change-management-coach.com/john-kotter.html 9 10