all in document
Now that we have studied the chapter on LEADING CHANGE (Cameron & Green), review your initial reflection.
READ CHAPTER 4-5
Answer the questions below…
· How important is visionary leadership in the change process?
· What other qualities are needed when leading change?
700 words minimum
At least 3 citations with page number.
CITATIONS AND REFERENCE REQUIRED
TITLE PAGE NOT NECESSARY
Initial reflection :
Chairman CAO is considered one of the industrious entrepreneur who braved cultural diversity to set up one of the most successful Chinese companies in the United States of America. Chairman Cao decided to set up Fuyao Glass America Inc. in 2014, a company specializing in the manufacturing of construction and automobile glasses. The setting up of the company in Ohio came against the backdrop of GM shutting up its operation in Dayton, which led to the loss of 10,000 jobs. Therefore the launching of the Fuyao plant came as a relief to the affected individuals as it created 2,000 jobs.
Setting up a successful plant in a foreign land requires capital and employees, but more importantly, it calls for mutual understanding anchored on blended culture. It is against this background that Chairman Cao accepted the creation of the documentary about the American Company on Netflix. The documentary, supported by Obama administration documents, the diversity and hitches between management and employees and cultural bottlenecks between American workers and Chinese management. The documentary has served as the precursor of an in-depth understanding of the Fuyao Company by the Americans. To ensure that the company is firmly anchored and accepted by the American Chairman, CAO allowed the American to visit his company once per month for familiarization purposes.
CEO Cao successfully adapted to the US culture, which saw his company’s growth. Cao declined proposals to use both the Chinese and US arts to bridge the diversity gap but instead resorted to only using the US arts. His resilience and focus on the blended culture resulted in some American workers creating strong brotherhood bonds with their Chinese counterparts. The camaraderie ended with both Chinese and American workers attending barbecues together. Through such interaction, CEO Cao managed to intertwine the two cultures, thus the success of his business.
However, CEO Cao was very reluctant to allow unions in the plant. The Chinese managers were very concise that they would not allow the development of workers’ unions. This resolute was repugnant with the USA employment culture, which firmly believed in the unions. CEO Cao spent close $ 1million on labor relation institute and union avoidance consultants in a bid to stop its workers from forming unions claiming that unions denied the employees the chance to address their managers directly. Another striking issue emerging from the documentary is the health and safety of workers. In the documentary, one employee is frequently seen working with hot
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Making Sense of Change Management is the classic text in the field of change management. It is aimed at
anyone who wants to understand why change happens, and what needs to be done to make change a
welcome rather than a dreaded concept. However, this book is not a “one size fits all” simplistic panacea to
all change, whatever the circumstances. Instead, it offers considered insights into the many frameworks,
models and ways of approaching change and helps the reader to apply the right approach to each unique
situation. Topics include:
Written for academics and professionals alike, Making Sense of Change Management identifies and offers
explanations of all current models of change, as well as practical guidelines and examples showing the
reader why change can go wrong – and how to get it right.
Esther Cameron and Mike Green help organizations and executives to manage and lead change. They work
in both the private and public sectors and use a variety of coaching, consultancy and workshop interventions
to support organizational development. Mike tutors in Leadership and Change at Henley Management
College and Esther lectured on change management for the University of Bristol for ten years. Both are
established authors in the area of change and leadership and are co-authors of Making Sense of Leadership
(also published by Kogan Page).
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