What are your own managerial capabilities/strengths in relation to the themes of the chosen topics from 1. above, and how you would apply them ethically and responsibly within a diverse workplace?

see 1. bellow image

Due to increased pressures from globalisation and evolving economic environments, leaders need to be able to manage change in their organizations. (Hayes, 2014) Change Management describes the processes he processes, methods, and techniques used to implement change and organisational development within an organization. As circumstances force an organization to adapt, changes are not always voluntary. Currently, change management strategies emphasize the use of interventions to implement change that allow organizations to move from their curren position to their desired position after diagno after diagnosing an issue and identifying an appropriate intervention (Hayes, 2014). Changing an organization's structure, technology, strategy, culture, people, objective, or purpose may take many forms. For example, changing a company's people, objectives, or culture. As e-commerce and digitisation advance, companies will need to introduce or enhance their technological capabilities. A number of factors contribute to the emergence of new skills, including technical advances, strategic changes, job redesign, and human resources management practices. The leadership of an organization is crucial for guiding it through these changes to the desired outcome. For example leaders will diagnose the problem, such as the need to expand into ecommerce markets to arrest falling revenue. and select an intervention to facilitate the acilitate the necessary changes for the organization to grow. The diagnosis and needs analysis approach seeks to determine what forces are at work in favor of change and the preservation of the status quo, both internally and externally, what sources of resistance are likely to arise to the changes, and what does the organization intend to accomplish through changing (Hayes, 2014). An organization should change if the forces for change outweigh the forces for maintaining the status quo. Fear of the unknown, a lack of need for change, a lack of knowledge or tools, and many more can lead to this resistance. It is important for leaders to provide clear direction and align key change personnel to overcome resistance so that the change is communicated concisely and implemented appropriately through responsible business practices (Hayes, 2014). Organizations can accomplish this by introducing change agents, who do not have to be high within the formal hierarchy network to be effective. Several studies suggest that change agents who are centrally positioned within an informal network are more effective at driving change within an organization. Once I review the topic in this unit after completing the change management unit last trimester, it becomes evident that iveness of informal change agents can be enhanced within an organization. It is inevitable that businesses will change and evolve o s, driven by leadership, and workers just followed along. The notion of an informal change network did not seem practical to me when I first considered agents who may be influential but at the bottom of the hierarchy of leadership. When I became involved in my own organization as a change agent, I realized the truth behind my coursework. Senior leadership identified a need or change due to changing consumer trends, increased competition, and declining profitability. My role as store manager included communicating, implementing, and supporting the shift from task focus to customer service, along with my assistant managers . it managers. Despite the absence of formal hierarchy, informal change agents proved to be powerful as. a result of seeking support from change managers and providing feedback for action. According to the case study "(Re) Building a Global Team: Tariq Khan at Tek," the workplace is not merely a place for employment where money is made, but an institution where institutional roles are enacted through various forms of discourse. In addition to social actions and practices (Ladegaard & Jenks, 2015), the workplace also hosts obvious communication problems, from befriending or bullying a colleague to complimenting or gossiping about one's boss. Voskillful communication refers to employees communicating abrasively, insensitively, and unproductively in their daily interactions. A team's leadership is crucial for achieving a number of performance outcomes such as perceived effectiveness, productivity, and learning (Buckeet al., 2006). In order to facilitate team performance, team leaders must interact with team members (Burke et al., 2006) to direct and facilitate their performance. A team needs to be bounded and know who is on them (Hackman, 2009). However, this cannot be observed at Tek. It is difficult to set goals accurately when a team of 68 members from 27 different countries do not know each other. According to one of the senior executives, Ramazan, this can lead to a problem. Successful change agents should listen carefully to any employee fears and providing appropriate information to help manage these fears and also consider accommodation where necessary. Some changes will impact some employees more than others due to a myriad of reasons and it would be remiss of any change agent to not consider the impact on mental health changes may have. Changing tasks, discussions and organisational support centres or flexible working arrangements are some strategies that can be suggested to help the transition to the new working state of the organisation. Explaining to relevant stakeholders, particularly employees, that the changes will be implemented in a staged process to allow for a period of adjustment with appropriate goals and expectations coupled 57 with adequate support and training. Finally, acknowledging the quality work that has allowed for the workplace to succeed thus far can be powerful for longer term employees and can assist conveying the need for changes now to nsure future success