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The proposed change in the TV station
The proposed change at the TV station entailed the adoption of the latest camera technology. The reporters were to go out in the field to shoot their stories about the city using small TV cameras. The organization was managing the novel change using a new change tool called the Cisco road change map.
The road map was divisible into diverse sections, which involved the preparation, establishment, and management. The preparation stage was the most challenging. As such, a well-formulated process makes the entire change successful (Sfedward, 2006).
Change sponsor and target of the change
Initially, the concerned entities formed teams and assigned everyone tasks according to what each one could handle. An expert then explained to the reporters how to use the cameras. The team was reluctant to go to the field and learn the technology but their leader made them enthusiastic after explaining the importance of the new technology.
The leader emphasized that the change would make the company remain competitive, increase opportunities and would be reasonably priced. Before execution, they had to guarantee that they were prepared with sufficient resources. The implementation of the change was participatory because the leader asked the team members to give their suggestions (Sfedward, 2006).
The leader was good at setting directions since each time they had a meeting he was telling them the subsequent steps clearly. The leader then identified and tackled resistance. This is evident when he told the team that they would be using the cameras. Furthermore, he identified resistance within the team when the woman said that she did not know how to use the camera.
The team member also complained that, it would be difficult for them stay behind and in front of the camera concurrently. I then observed the transfer of knowledge when the new employee was asked to show the team members how to use the cameras (Schneider & Goldwasser, 1998).
The leader also performed a leadership act by forming a team. He did this because it was the first step on the road map as suggested by a team member. He showed his good headship skills by ensuring active communication between him and the members. He was not only giving instruction, but he also empowered members to proffer their opinions, which created an environment for active communication (Schneider & Goldwasser, 1998).
A leadership act was equally evident when the leader provided support by committing sufficient materials of the right level and type. He did this when he provided cameras and assured them that the crew would be available to help them with the shooting. He was supportive because he told them he would provide the members with the needed aspects. As such, he guaranteed them that they would have the best equipment for the job (Schneider & Goldwasser, 1998).
The leader performed a leadership act by ensuring there was total commitment by promising rewards while using pressure to gain the support of the team. This was proven when he told the members that he was instituting a Friday film festival to analyze every week’s pieces. Furthermore, he gave each one a prize depending on their performance. He also employed pressure to have more support since the members were not willing to do the task but he kept pushing them (Schneider & Goldwasser, 1998).
The leader was equally monitoring the team, and this showed the appropriate headship skill. He did this by holding meeting frequently with the team affiliates to observe the progress. He also created additional sponsor and developed change agents. This was observable when he made the members participate in tackling their own issues. The members never knew how to use the equipment; however, they developed the appropriate skills when member taught them (Schneider & Goldwasser, 1998).
Analysis of the success of change
The change was successful because the alteration process was participatory. The team too had a good director who made the members enthusiastic regarding the change. This was proven when the member said, “their leader was supportive”. She then indicated that the change would not be successful but she was eventually optimistic (Schneider & Goldwasser, 1998).
Schneider, D. & Goldwasser, C. (1998). Be a model leader of change. Management Review. 87 (3), 41-45.
Sfedward. (2006). Cisco Change Management Training Video. Retrieved from https://www.youtube.com/watch?v=bG5na7JD7rE