Leading and Managing Organizational for Theory - MyAssignmenthelp

Question: Discuss about theLeading and Managing Organizational for Theory. Answer: Introduction of Self Hi everyone. My name is [insert ]. I am a student at the university pursing a [insert] program. I have been working in a book publishing industry for the last 3 years. My company is involved in publishing books for children, including career information resources and storybooks. The book industry in my country is very rigid, and change is static and slow moving, with publishers choosing to stick to the traditional publishing of hard copy books. In Australia, the publishing industry has remained traditional, often sticking to the standard ways of doing things and experiencing delays in the adoption and implementation of any planned changes (Arendt, 2008). However, there have been considerable strides in the book industry with a shift and focus towards adoption of digital technologies and ebooks (Cope Gollings, 2001). These represent the changing fortunes of the publishing industry in Australia including a move to digital content and online business (Cope Mason, 2001). Initially, I j oined the organization purely as a blogger, working on the organization online content, managing websites, updating the social media platforms and serving as the communications link within the organization. I have since joined a team of expert set aside to lead and implement digital platforms designed to develop and implement changes, pursue a digital strategy and effectively adopt and explore opportunities in digital publishing in my company. As I reflect on the various events that have happened in my work and job environment over the last few years, I have realized that change is indeed unavoidable and it affects every aspect of the industry. Describe Objectively what Happened Over a year ago, my company introduced a digital book product called Simulia. Simulia was a mobile application that allowed parents and teachers to access storybooks on android mobile applications and read the storybooks with their children. It was a subscription based application that allowed parents to subscribe in order to access the digital storybooks. I was tasked with the responsibility of leading the development of the digital product and recruiting parents to subscribe to the platform. It required a different set of book marketing, including creating digital plan and strategy, developing marketing materials, both online and offline, targeting high-end schools and recruiting parents with android smartphones to pilot and test the digital mobile book application. As a team leader, I experienced a lot and wore very many hats, serving from the management of the service, lending my analytics on the back end of the application, marketing the product and performing the development ta sks including checking for bugs and setting up the online payment systems for the consumers. Interpret the Events Consider why they Happened in the way they did. Reflecting on the changes, I get the feeling that they had to happen the way they did because my company was looking into tapping into the lucrative, young, yet growing digital publishing industry in Australia (Tian Martin, 2009). This was also borne from the realization that customer preferences are changing, with buyers seeking multiple was of interacting with and purchasing products from the company. Initially, customers were relying on booksellers and bookshops, but recently, customers there was a growing interest among customers to buy books online through websites and purchase digital content on tablets (Tian, 2008). Moreover, the growth in the digital and self publishing industry in Australia had created another unique subset of the market that remained untapped (Daly and Organ, 2009). Unfortunately, our Simulia pilot product did not take off as initially planned. Although we had made significant changes, including set aside a complete team of strategists and conducted several brainstorming and strategy formulation sessions, it was a great disappointment as the product failed to take up in the market. I came to learn that the failure of the change initiative and the lack of the product take up represented many other failed initiatives in implementing digital products, developing e-books and promoting the e-books to the consumers in the market (Daniels, 2006; Burke, 2013). Explain what you Saw and Heard When I was in the meeting, I saw my team struggling with coming up with the right strategy for selling digital books. Some were very vocal and categorical in saying that we were not ready for the digital uptake (Oreg, 2006). Others were of the opinion that the book publishing industry in Australia was not ready to take up on the digital platforms. Moreover, a large amount of investment was being made into the project implying that failure to implement the change successfully would cause serious losses for the company. Yet, there were those who were willing to try the new product. There was also the observed reaction of customers in the market. There were those who were enthusiastic to take on the new idea and try it out, yet there were those who avoided it completely, citing cists, challenge of access to internet and generally a lack of awareness of the utilization of digital technology and e-books in learning and reading for children (Pederit, 2000). your new Insights, Connections with other Learning and your Feeling When the product failed to take place, I was disappointed. I felt that I had failed as a team leader because I could not drove and implement the desired change strategy. Yet, I gained new insights regarding the adoption and implementation of new technology in the market. I realized that coping with the changing business environment and successfully implementing a change strategy requires a careful evaluation of capabilities and resources of the organization, designing new business strategies and re-engineering processes in the organization (Kaplan Norton, 2001). Yet, we did not put into consideration these factors. I learnt that the digital revolution, globalization and the borderless technology is applying serious pressure on the publishing industry to change and adopt the new changes (Gilley, Dixon Gilley, 2008). I learnt also about the internal forces and external forces driving the need and adoption of new changes in the industry. At the end of it all, I felt that all was not l ost because I was able to learn a lot from the implementation process. The new insights, learning and knowledge gathered has improved my confidence and belief that I can actually implement a change strategy in the organization. Week 6 reflection: your hypotheses After going through these experiences, I have come up with a number of hypothesis regarding development and implementation of change in the Australian book publishing company. there are my hypothesis: Change is a complex processes involving several interlinked factors and drivers The major trends in Australian book publishing industry, especially driven by technology requires implementation of transformational change strategies Change is an inevitable phenomenon and organizations must change or perish Conclusions Answer the question what might this mean? The implications from my experiences mean that the digital publishing industry is full of risks and challenges for the various stakeholders. I have reached the conclusion that while digital publishing represents significant opportunities; the difficulty in the adoption of the new technology and the structural challenges implies that there will be a slow adoption of change and transitioning from the traditional to digital publishing. I can also say that despite the existence of negative perspectives and the failed uptake of our digital product, digital publishing remains an opportunity. The future of digital technology and publishing will depend on a radical shift of the strategies and implementation of transformation changes while taking into consideration the changing customer preferences. Evaluate the effectiveness and usefulness of the experience, its value and why? Thos experience was very effective and useful. For the first time I was able to lead a diverse team and perform different tasks and duties around developing a digital product, enacting change strategies and implementing the same in the market. I believe that I have learnt a lot about organization change and development and trying to implement the same in a real workplace. I have also learnt about the complex nature of organization change and that it occurs either due to internal or external drivers, or a combination of both (Dooley, 1997). I have learnt that the publishing industry in Australia is experiencing immense pressure due to calls for digitization, globalization, and increasing competition, both within and outside the industry (). I have learned that while change is inevitable, implementing change without clear plan only results into reactive strategies. It would be important to plan everything and have clear objectives before commencing any organizational change initiative. Plan how this Information will be useful to you I have learnt a lot from the exercise. Although the digital product did not pick up in the market, I have learnt a lot from the experience. I gathered relevant information and insights that have guided me in performing my job well. I believe that I have learned different approaches of implementing organization change that will go a great length in propelling me in my career. I have since undertaken several projects in strategic planning and implementation of change. I have been called upon by my organization to share insights on implementing new technologies and share on the drawbacks of undertaking digital projects in the publishing industry. I see myself working on many digital products and offerings, both in the publishing sector and other sectors in the near future because of the knowledge, skills and experiences learnt while engaging in the change implementation process. I am now an enthusiasts of new technology and its adoption in the publishing industry because I have learnt t hat technology is the main driver of organization change. References Arendt, L. (2008). Barriers to ICT adoption in SMEs: how to bridge the digital divide?.Journal of Systems and Information Technology,10(2), 93-108. Burke, W. W. (2013).Organization change: Theory and practice. Sage Publications. Cope, B., Mason, D. (2001).Creator to Consumer in a Digital Age: Australian Book Production in Transition. Common Ground. Cope, B., Gollings, G. (2001).Multilingual book production. Common Ground. Daly, R., Organ, M. (2009). Research online: Digital Commons as a publishing platform at the University of Wollongong, Australia.Serials Review,35(3), 149-153. Daniels, M. (2006). Brave new world, digitization of content: the opportunities for booksellers and the booksellers association.London: Booksellers Association. Dooley, K. J. (1997). A complex adaptive systems model of organization change.Nonlinear dynamics, psychology, and life sciences,1(1), 69-97. Gilley, A., Dixon, P., Gilley, J. W. (2008). Characteristics of leadership effectiveness: Implementing change and driving innovation in organizations.Human Resource Development Quarterly,19(2), 153-169. Kaplan, R. S., Norton, D. P. (2001).The strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Harvard Business Press. Oreg, S. (2006). Personality, context, and resistance to organizational change.European journal of work and organizational psychology,15(1), 73-101. Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change.Academy of management review,25(4), 783-794. Tian, X., Martin, B. (2009). Business models in digital book publishing: some insights from Australia.Publishing research quarterly,25(2), 73-88. Tian, X. (2008). Book Publishing in Australia: The potential impact of digital technologies on business models.