Leadership Recommendation Assignment Example | Topics and Well Written Essays - 1000 words

Leadership Recommendation - Assignment Example The implementation of the new software system for Kudler Fine Foods demands effective leadership approach. With the aim of raising operational efficiency, an introduction of the new automated system will be highly beneficial. The introduction of the new approach aims at replacing the current HRIS system that has been applied by the human resources personnels and store manager. Several data are entailing the personnel files, performance reviews, employee grievances, disciplinary actions and payroll processing. Effective leadership importance and proper leadership styles are very crucial in the process. The importance of the effective leadership during a change management initiative emanates from the essential understanding that only under proper effective process is when the transformation operations will run appropriately. Effective leadership is important since it inspires action. It creates or generates a vision of the forthcoming future that derives inspiration from the people man aging the change process. The system change must have supporters and those who reject it. Effective leadership will outline the advantages of the system to Kudler Fine Foods staffs. Staffs are always associated with negatively and opposing of incoming changes, especially from the administration. Effective leadership will aim at providing optimism and create a general great vision for the adoption of the new model. Effective leadership creates a positivity and removes doubt in the ability of the newly installed system.

Older and Wiser Essay Example for Free

Older and Wiser Essay Frank Heberer, the Human Resources Manager of Medignostics, finds it difficult to accept the aging employees of his firm as part of an energetic workforce. According to Heberer, the older employees of the company are not as productive as the young. However, Bertha Weber from the marketing department trusts that the older employees of Medignostics are necessary for the firm. She intercedes on behalf of the aging employees of the firm to point out to Heberer that it is only the older employee who truly knows the kind of products to sell other aged people. As an example, Weber mentions the successful arthritis campaign of Medignostics which was spearheaded by an aging employee – somebody who was expected to certainly know more about arthritis than the young employees. Weber also points out to Heberer that he, being only 45 years of age, cannot be expected to successfully market products for the aged people. Rather, it is only the aging employee who understands the aches and pains of old age that can successfully market health products and services for other aging people. In other words, the aging employee of a health products company, or any other organization for that matter, is best qualified to market products for the aged. Not only does the aging marketer know the kinds of products and services needed by the aged, but he also is aware of the kind of marketing communication that is required to reach out to the aged. The aging employee is actually expected to most perfectly understand the marketing mix for products that are especially made for the aged. This employee is in an excellent position to decide on the prices of products to be sold to the aged. Moreover, he knows where to place the products to sell the aged. Yet another advantage of older employees put forth by Weber is that the aging employee knows the company better than anybody else. Having worked for decades with Medignostics, an aging employee understands well the policies of the firm, in addition to its goals and requirements. After all, the aging employee has spent plenty of years trying to improve upon his productivity and efficiency in the company. So, Weber refers to the â€Å"experience† of the older employee being of special significance to the company, seeing that the older employee is in a better position to take the company forward with his experiences of success and failure at Medignostics. To put it another way, the aging employee knows what works and what does not work at his firm. The young employee, on the other hand, would take his time to realize the basics of the company before he can even think of taking the company forward with his youthful energy that Heberer would like to fill the company with in place of the old employees. Weber believes that the older employees still have a lot to offer Medignostics. The 58-year-old Hausmann who has worked for the firm for 20 years has been seen to consistently improve his performance. He moved up in organizational rank from bookkeeping to account management. Weber would like Heberer to keep Hausmann employed, the reason being that Hausmann and other aging employees continue to have a lot to offer Medignostics. If Hausmann is not productive in his present function at the company, perhaps Weber would suggest that the older employee must be given a new job function to perform. After all, older employees may not only be extremely useful in marketing to all ages – seeing as they have lived through them all – but also in the area of organizational counseling. The wisdom of the older employees may benefit young employees tremendously. Older employees may also be given the chance to select their new job functions where they would be most productive, given that the organization trusts them more than it would trust its new employees. Hence, Weber would like Heberer to trust the fact that the older employee is truly wiser.

Essay --

The Protestant Reformation and Its Impact on European Society Martin Luther was born in 1483 in Eiselben, Germany. He originally intended to pursue a career in law, but changed his path to theology after surviving a dangerous lightning storm. As a monk, he wrestled with his conflicting views in faith. During his time in an Augustinian monastery, he began to develop a belief that God was cruel for requiring him to devote so much effort into living a pious life. Luther soon began to believe that God was directly connected with people and that actions did not lead to salvation. During his lifetime, a philosophy known as Renaissance Humanism had been developing. It called for researching the original sources of records as well as empowering all humans. He established his theological beliefs by studying the Bible directly instead of following Catholic tradition. The act of going back to the source of information was part of Humanist philosophy. Luther then translated the source of The Bible into vernacular, which went along with another Humanist ide a of educating the common person. Luther became a professor in Wittenberg, Germany in 1508. There he attempted to institute Humanist philosophy as the basis of academics instead of the Medieval Scholasticism, which was the established teaching style of the time. Scholasticism was set up by the Church as a teaching style for Universities around 400 years prior and eventually became an attempt to reconcile Christian doctrine and ancient Greek philosophy. Luther ultimately became critical of many of the traditions in the Church and his objections spread throughout Europe, starting with his 95 Theses in 1517. Although he originally was only interested in intellectual discussion, Luther became ... ...he Anabaptists represented a more extreme side of the Reformation. Among their views were adult baptism and separation of church and state. The Anabaptists were persecuted by both Catholics and other Protestants, though they survived in Northern Germany and the Netherlands. These many divisions in Christianity likely would not have formed if Luther did not raise his questions against the Church. Science in Europe could develop more easily as people were not as restricted by the Church’s authority. The Catholic Church was not against science, but it had adopted old Greek methods, which were reconciled with Christianity by Aquinas, to become the accepted philosophy of the Church. This paradigm was part of the traditional Scholasticism method of critical thought and, because it was the established teaching and learning style of the Church, few desired to go against it.

Persuasive Essay- Ipads in Kindergarten Essay

In 2011, ten years after Maine began issuing laptops to all seventh graders, the Auburn School System launched an initiative to provide an iPad 2 for each of its students entering kindergarten. At a cost of roughly $200,000- representing a 5% increase in the school budget (Opinions Divided†¦) some taxpayers were less than pleased- calling it a complete waste of money. But in Auburn- and schools around the country- trends are emerging and showing the iPad to be a powerful learning tool and a necessary investment in our children’s future. For over a decade, Maine has been at the forefront of integrating technology into public schools and there is no reason to stop now. Despite the high cost to institute this program, Auburn should continue to provide iPads to students entering kindergarten. Auburn is not alone in providing iPads to kindergarteners. In fact, kindergarten students in Maine, Tennessee, and South Carolina have received iPads to supplement their teacher’s instruction. While the iPad cannot replace the human interaction of a teacher, it is a great addition to the classroom, at a time when the teacher to student ratio keeps getting larger and larger. Laura Shaw, principal of Sherwood Heights School recently said, â€Å"When you have eighteen kids in the classroom and you see ten kids, hands raised up, the teacher does her best to get around. But sometimes with the iPads and certain apps the kids get immediate feedback. They know what they’ve done is correct and they can move on, or they know ‘Oh, I need to ask for help,’† (Porter). For example, a child can play â€Å"Feed the Hippos Hot Peppers. † In this app the child counts aloud while feeding the hippo. The teacher can adjust the app difficulty to â€Å"count† or â€Å"add† peppers, depending on the child’s capabilities. When the child answers the problem correctly, the iPad responds with a round of applause; an immediate cue to the child that they were correct (Lemeshow). Initially, Auburn Schools split the children into two groups when first issuing the iPads in 2011. Half of the children received iPads during the first week of school, the other half received their iPads in mid-November; effectively creating a control group to gage learning. Although the study lasted just 9 weeks, the results were promising. When tested, students who received their iPads in the first week of school scored higher in 9 out of 10 areas, compared with children who did not. One area in particular really stood out: recognizing sounds and writing letters. Kindergartners with iPads gained 13. 72 points, compared to an 11. 58-point gain for students who did not have iPads. That difference is significant, said Mike Muir, the Multiple Pathways leader for Auburn schools (Auburn Report: iPads). When pupils use iPads, more learning does not seem like a far stretch. With 100’s of learning apps available for download, teachers are able to customize the iPad and tailor the lesson to the individual child’s needs. This way, advanced children can reach their highest potential without becoming bored while the rest of the class catches up. On the other side, if one or two children are struggling, the rest of the class can move on, while the child receives the help she needs. Sherwood Heights Elementary School kindergarten teacher Susan Lemeshow called the iPads â€Å"one of the most powerful teaching tools I’ve ever used. †¦ I can put her on one book, her on a different level book,† she said of two girls in her class. Pupils are doing the same lesson, â€Å"but at the level they need,† she said (Report Say Giving†¦). So what is the problem? Those who oppose the program site the cost- around $800 per student entering kindergarten- as a major issue and wonder if a kindergartener is responsible enough to handle such an expensive piece of equipment. Others worry children may not learn to read and write properly. Auburn hopes the high level of testing done in the beginning of the school year will line them up for educational grants to relieve taxpayers of the burden from having to foot the bill. At the end of the year, the school system will also be able to compare this year’s kindergarten to previous years, with hopes of even better results. Regarding concerns of the students learning to write, it is important for people to understand that children are not using the iPads all day. The use of iPads is balanced. Students are still using crayons, markers, and traditional books. They are still learning how to hold pencils or crayons, and how to write (3 Auburn Teachers†¦). The iPads are a â€Å"center-based† activity with the children using them in 15-minute increments 2 to 3 times per day. Each iPad has a protective case, and students are not allowed to bring them home (Lemeshow). Providing iPads to students as an educational tool is invaluable. With the iPads children have become excited about learning. â€Å"We are seeing high levels of student motivation, engagement and learning in the iPad classrooms,† said Sue Dorris, Principal of East Auburn School (NooNoo). Children born in today’s world grow up bombarded by technology in every aspect of their lives- except school- so an iPad as a learning tool is appealing to them. It really gets their attention and keeps them engaged. The results are more learning and better test scores. With technology always evolving, newer apps, and programs, the possibilities really are endless. Auburn’s plan is to purchase and iPad for each new pupil entering kindergarten. The iPad will stay with the student from kindergarten through 6th grade. With this plan Auburn hopes to have an iPad in the hands of every elementary student in the district by 2017. If every student is equipped with an iPad, the world of digital text books emerges- which could amount to huge savings. In this digital world, it is not really a question of if we can afford this; but more a question of if we can afford not to? Works Cited Lemeshow, Susan. Telephone interview. 27 Apr. 2012. NooNoo, Stephen, ed. â€Å"Kindergarten iPad Initiative Reveals Modest Literacy Gains. † T. H. E. Journal. 1105 Media, Inc. , 2012. Web. 29 Apr. 2012. . Porter, Tim. â€Å"A School System in Maine Gives iPads to Kindergartners. † Voice of America. N. p. , 23 Nov. 2011. Web. 28 Apr. 2012. . Washuk, Bonnie. â€Å"Auburn Report: iPads Help Kindergartners’ Learn. † McClatchy – Tribune Business News (Feb. 2012): n. pag. ProQuest Central K12. Web. 28 Apr. 2012. . – – -. â€Å"Opinions Divided Over iPads for Auburn Kindergartners. † Sun Journal [Lewiston, Maine] 8 Apr. 2011, Lewiston-Auburn ed. : n. pag. Sun Journal. Web. 28 Apr. 2012. . – – -. â€Å"Report Says Giving iPads to Auburn Kindergartners Increases Test Scores. † Bangor Daily News 16 Feb. 2012: n. pag. BangorDailyNews. Com. Web. 28 Apr. 2012. . – – -. â€Å"3 Auburn Teachers Give iPads High Grade. † Sun Journal [Lewiston, Me. ] 20 Oct. 2011.

Organizational Development Essay

John F. Kennedy was quoted as saying â€Å"Change is the law of life, and those who look only to the past or present are certain to miss the future.† The world is in a constant state of motion. No one should expect things to always stay the same. Organizations require technologies and human resources in order to operate. A business needs to operate by learning from the past and planning for the future. Since, the economic collapse of 2008, the idea that any company is ‘too big to fail’ has been thrown out the proverbial ‘business window’. Business is now practiced in a global market and technologies have made the world a smaller place. â€Å"Managers and their organizations must anticipate the future and become proactive players.† (Brown, D.R., 2011, part 1.) Consider companies like Blockbuster Video. The demise of Blockbuster proves that leadership did not look to the future. This company considered itself to be the standard. Where is Blockbuster now? Instead of being an industry leader, it is trying to regain its footing in a marketplace it once dominated. Why? Blockbuster failed to take its competitors seriously. It did not consider technology surpassing the company’s own perception of practicing business. â€Å"In 2002 (Blockbuster) had 8,000 stores and a market value of $3 billion. Today, movie-by-mail Netflix is worth nearly three times that much. And Blockbuster is broke.† (Gandell, S., 2010, paragraph 19.) Successful companies are looking to the future as they learn from the past and present. Organizations that are successful will operate without ego, effectively communicate throughout the organization, and constantly reinvent themselves. Organizations need to be in constant development in order to move forward with any success. In this paper, I intend to define the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. I intend to define organizational development as it relates to organizational trust, a strong practitioner-client relationship, the imperative nature of the diagnostic phase, effective communication between ownership and employees, and the importance of strategy as it relates to a successful transfer of ownership and culture to an organization. Organizations need to know when organizational development is necessary. I am a Managing Partner in the restaurant business. I currently have about 50 employees that I am responsible for. Recently, the restaurant I am running was sold to a South African group of owners. The owners actually bought two restaurants from the local restaurant group I was working for. After studying the Charlotte market and other markets throughout this great country of ours, the South African owners decided that Charlotte, NC would give them the best opportunity to grow a restaurant chain. The owners currently have over 150 restaurants in South Africa and this is their first venture into the United States. Once the sale became final, the owners began to evaluate all the current systems and business practices of the restaurants. The new owners began to re-develop the organization by defining its existing and future organizational identity. The owners sat down with staff and management to get an understanding of what the restaurants meant to each staff member. â€Å"The identity will provide an advantage if it is well aligned with the organizational strategy and well suited to the market niche, because identities tend to be socially complex and path dependent, and therefore difficult to imitate.† (Salgado, S.R., 2003, page 65.) The owners became the practitioners of change by purchasing the restaurants. After the sale became final, it was time to develop a sense of trust from the existing staff and management. One way of gaining that trust is to value the opinions of the current members of the organization. The new owners showed that they valued staff opinion of organizational identity. This process helped to develop the fundamental need to build a positive practitioner-client relationship. The new owners need an employee landscape that is friendly, not hostile. There is no way the new organization can move forward with a negative culture. Once trust was established, the new owners were able to begin to identify issues, problems, and opportunities each restaurant was having. The five fundamental stages of organizational development are: â€Å"anticipate the need for change, develop the practitioner-client relationship, the diagnostic phase, action plans, strategies, and techniques, and self-renewal, monitor, and stabilize.† (Brown, D.R., 2011, page 18). Ownership has followed the principles of organizational change and development in a very smart way. The new owners worked on building a strong practitioner-client relationship while gathering information about the businesses. They remained very approachable and worked hard to assist with the agreed upon change lists. Ownership made everyone feel as though they were not there to change what was not broken. Employees were made to feel proud about the restaurants they worked in. By developing such a good and trusting relationship, change has come easier. Once trust was established, new ownership quickly moved to the third fundamental of organizational development, the diagnostic phase. â€Å"Organizational diagnostic models and surveys have often been demonstrated by practitioners to be very effective in supporting organizational development   programs.† (Goldstein, L. and Burke, W. (1991), Vol. 19, page 5.) Diagnostic models are designed to help organizational development practitioners to â€Å"categorize data about the organization, enhance understanding about organizational problems, interpret data systematically, (and) provide appropriate change strategies.† (Lok, P., Crawford, J., 2000, page 108.) The practitioners have been reviewing every facet of the restaurant’s business practices. Ownership is constantly evaluating the effectiveness of each system. Technologies, equipment, and managerial functions are all reviewed and measured to the new standards and goals set forth by the owners. The ownership designed a â€Å"team approach to setting and reviewing targets, real participation by subordinates in setting goals, with an emphasis on mutually agreed upon goals, mutual trust between subordinate and manager, and a real concern for personal career goals as well as for organizational goals.† (Brown, D.R., 2011, page 327.) Ownership felt that the technologies were not tied in together very well. Ownership felt that the current gathering of data was cumbersome and inaccurate. The practitioners felt that the clients needed to stream-line the ways in which data was collected. By reviewing every program and system of accounting, the new owners were able to determine that updating would be necessary in order to move the two concepts forward. Looking to future growth was not going to happen for the organization until both concepts were able to produce accurate information about the actual business. Ownership also determined that it wanted its managers out in the restaurant more. There was simply too much to do in the office while running the restaurants. The practitioners asked current upper management to clearly define the responsibilities of each manager and chef position. At this point, the culture of the new organization had begun to take shape. Clearly defined roles and a change in managerial philosophies have started to grow. I have witnessed what I believe is a very successful transformation of culture. Responsibilities are clearly communicated. Accountability has improved. By creating clearly defined roles, the effectiveness of each manager is much easier to measure. At times, however, communication has been inconsistent. The massive restructuring of all current systems has taken a toll on some people in the organization. Missed deadlines and unforeseen problems have occurred. The way in which the new ownership has responded to the unforeseen issues has been impressive. I feel that new ownership has shown an unwavering amount of dedication to the new organizational vision it has set in place. Considering the amount of change, the owners have been very clear and approachable throughout the transformation. I respect and support their efforts in remaining approachable and supportive. They exude an understanding of what each existing member or employee is going through.   Ownership has been very aware of the ego state of the organization. â€Å"Every interaction between people involves a transaction between their ego states. When one person converses with a second person, the first person is in a distinct ego state and can direct the message to an y of the three ego states in the second individual.† (Brown, D.R., 2011, page 230.) Ownership has made every effort to have open and complementary transactions with groups and individuals throughout the organization. At the same time, they have also shown that the organization will move forward with or without its current members. Holding people accountable has been extremely important. â€Å"In today’s changing environment, organizations that encourage individual ability and hold employees accountable for achieving goals are more likely to succeed.† (Brown, D.R., 2011, page 381.) The practitioners have been able to accentuate individual strengths and weaknesses within its existing employee body. This approach has brought on a spirit of contribution to the cause of the new vision presented to the ‘old guards’ of the organization. This is a very clever approach to affecting change. Also, the new leaders of the organization have discovered some hidden talents within its current team-members. Finding an existing and in-place pool of needed skills has helped the new leaders keep an aggressive time-line for the development of change. New owners did not have to look completely outside the organization for skills that will enable change. Instead, new owners were able to motivate change by looking for solutions internally. Looking for hidden talents helped to reaffirm the positive culture of opportunity and renewed perceptions of the employee skillset. An internal approach to solving or rectifying identified issues has also kept the cost of change down. Existing members already have a sense of where the shared vision of the company is going. Existing staff has a greater stake in the organization’s success. Because of shareholder accountability, ownership is smart to look internally for as many talents as possible. Ownership believed by stream-lining technologies and accounting systems, it could improve the quality of the guest experience and profitability of its organization. Ownership started this process by surveying all existing management to try and determine what each manager actually knew about the existing programs and technologies. A methodical and measured approach to re-designing office systems will enable the organization to become more consistent in gathering data and measuring the performance of both restaurants. Their  vision of the future of the organization has been effectively shared with everyone involved . The deadlines for improvements have been followed-up effectively. A weekly meeting between ownership and upper management takes place. In these meetings, organizational effectiveness is measured by how well goals and objectives are accomplished. At first, goals were very broad and basic. Managers were asked to evaluate their knowledge of existing point of sale programs, invoicing programs, and budgetary knowledge. Once ownership felt it had acquired enough knowledge about existing systems, the project or ‘goal’ chart was updated and tasks became more narrow and specialized in focus. Managers were held accountable to their goals based on their strengths or expertise. For example, one manager is very adept with computers. This has become his area of focus for the remainder of the re-development of the organization. â€Å"The collection of data is an important activity providing the organization and the practitioner with a better understanding of client system problems: the diagnosis.† (Brown, D.R., 2011, page 19.) Ownership has been very diligent about data accuracy. Every number and system has been reviewed for accuracy and consistency. In order for the company to move forward, ownership has to determine what is and what is not vital to the new organizational vision. Ownership has already picked two new sites for additional restaurants. It is important that both restaurants operate in the same way as the business grows. This is why organizational effectiveness has to be optimized and not hap-hazard. â€Å"Organizational practitioners need to assess the influence of variables in diagnostic models on organizational outcomes, and effectiveness has often been used as the primary outcome measurement. (Handy, 1985, p. 85; Burke and Litwin, 1992). The new owners have done an excellent job moving the new organization through a surprising change of ownership. I have enjoyed watching how these new owners have handled the organizational development of the restaurant. Organizational change and development is certainly not easy. Leadership from the owners to the managers has to stay on course with the changes. Total commitment and a positive attitude are necessary. Negativity spreads like wildfire when redeveloping an organization. The owners have worked hard to cope and shape their environments, through the way they organize and operate their organization. The history of organizational development has to be an interesting one. As I watch these new owners re-tool both establishments, I wonder if they are taking the same course in organizational development that I am. The owners have to pass forward their beliefs or values as to what the restaurants should be. Things that worked before might be tossed. New things are   introduced. The style of service and the menu, the technology, are all things the owners have to push forward to current and new employees. All the while, business is ongoing. The doors are open. Customers are hearing of the sale and are passionate about the changes. Some changes are subtle. Some changes are extreme. How does the ownership remain familiar to what the concept once was? The entire process is exhausting. The public’s resistance to change is fierce at times. One very popular item on the menu was discontinued when the new menu was rolled out. Granted, the menu had not changed in four years. Servers and cooks were tired of doing the same thing every day. The item that was discontinued was actually a very bland and tasteless item. Servers and cooks hated selling it. There was excitement and concern when the new ownership wanted to get rid of it. We all knew we were in for it when the new menu came out. Sure enough, customers have missed not having this item on the menu. Customers have been very vocal about this one item. Ownership feels that quality ingredients, perfect preparation, and impeccable service will build sales. There is a determination that the new regime can move past this one dish and convince the fickle public that there are a lot of other good reasons to dine at our restaurants. We are doing more than trying to keep our existing clientele. We are building a new clientele. Whatever perceptions the public had of us before does not matter. It is interesting to hear the complaints about some of our changes. All the while, most of the same staff works at the restaurant. The only real changes the public see are dress codes and menu changes. Otherwise, most change is behind the scenes. Because of the intense scrutiny mistakes in service or execution of the shift has to be perfect. We cannot afford to be less than perfect right now. Complacency has no place in the restaurant business. To be successful, we should always be looking ahead and learning from our past mistakes. We should always challenge ourselves to be better than we were yesterday. We are always training and learning. Managers should be acting as coaches and mentors to the staff. Management at all levels should not only ‘talk the talk’, they should ‘walk the walk’. However, the complaints are not always fair. The new menu is terrific. Quality and service are actually better than ever. The new owners spent a lot of money to help update and fix equipment that was vital to running the restaurant. Ownership has brought in more management and has improved the morale of the restaurant, not to mention the quality of life for all salaried people like myself. There has been a certain camaraderie resulting from moving toward common goals with other people. There is now a belief that we are a better place today because of our efforts. The best interventions from a   values point of view are those that help clients prepare their place in the future, whether its creation or adaptation. I am sure as we move forward that we will come in to our own again. The once faithful group of regulars will either go their own way or forgive us. Organizational development is a change strategy. â€Å"OD principles and techniques are experiencing a renaissance, thanks to the growth of the field of change management.† (Worren, N.A.M., Ruddle, K., & Moore, K.,1999, paragraph 3.) Organizational development requires a change in behaviors. These behaviors, good or bad, become the organizational culture. The organizational beliefs and values start at the top of the food chain, the owners. What is important to the owner should be important to the worker in that organization. It is imperative that the owner or any organization find a way to keep his people motivated and passionate about his organization’s products. Therefore, the leadership of any organization has to ‘connect’ to develop change and organizational success. Leadership has to be viewed as the change master. An organization that wants to remain vital, must be able to deal with change. A restaurant is an excellent example of a business in a constant state of change. For some restaurants the menu can stay the same. Maybe that is what people like about the place. However, what goes on outside the restaurant can cause a need for change inside the restaurant. Roads are closed, the economy is shrinking, parking is now too difficult to bother, these are all worrisome real-life issues that any organization or restaurant might have to deal with. The restaurant cannot afford to maintain the status quo, change is simply that critical. Kurt Lewin developed the concept of force-field analysis. This philosophy is â€Å"deceptively simple and can be used to help plan and manage organizational change.† (Cumming, T.G., & Huse, E.R. 1989, page 3.) Lewin believed that an organizational behavior was affected by the balance of two opposing forces. When these opposing forces are at odds, change happens. According to Lewin, there are driving forces and restraining forces. Driving forces affect and assist in the desired change. Restraining forces do quite the opposite. Restraining forces represent obstacles to the change. â€Å"If the weights of the driving and restraining forces are relatively equal, then the organization will remain static.†(Cumming, T.G., & Huse, E.R. 1989, page 3.) Ownership has to remain aware of the balance of power these two forces represent for the organization. Change has to appear to always be for the good of the whole organization. People are wary of change and must be made to feel a part of its success in order to help embrace the new mindset. Lewin’s force-field analysis works as a method of environmental scanning and as a way for creating an empowering environment to the culture of the organization. The new owners have done an excellent job moving the organization forward. The efforts made to gather data and technical knowledge have been diligent. The new owners have moved forward by doing their homework. After reviewing all the necessary information, ownership has been able to assimilate all the necessary funds, materials, staff and time. As the organizational development process has moved forward, it has become obvious that the owners plan on giving their newly acquired business the tools it needs to accomplish the shared vision. This, of course, has led to the owners’ final phase of organizational development, the support of their people. At first, ownership had to tread lightly. In the beginning, it was as if the new owners wrapped their arms around us all and said â€Å"everything will be alright, just stick with us.† As the new team moved forward, some upper management was asked to leave. Time has been a good indicator of the ownerships’ dedication to the new vision and culture of the organization. Their efforts have been unwavering and very consistent. In this paper, I have detailed the importance of organizational development as it relates to my own company’s recent sale to a new group of owners. The process of organizational development has been fascinating to watch. Although the constant evaluation of all systems and actions throughout the organization has been exhausting, I believe ownership has succeeded in redeveloping a once tired and inefficient culture. Employees and managers have felt a greater sense of purpose towards the new organization. New ownership has successfully relayed a positive sense of urgency and purpose towards its existing staff and team members. The revamping of the organizational culture has brought forth a better quality employee and better quality experience for the organization’s customers. The organizational development techniques applied by the new ownership has helped to improve the profitability of both restaurants. New ownership had once touted that two additional restaurants would be opening within twelve months. Because of the success in developing organizational change, new ownership has now determined a new restaurant can be opened in only six months instead of twelve. This fast organizational growth is to be celebrated because it is a direct result of the diligent efforts of ownership and all staff involved after the transfer of ownership became official. Trust, a positive practitioner-client relationship, a successful diagnostic evaluation and change, effective communication between ownership and employees, and the importance of strategy has allowed this organization to become stronger and advance its number of concepts. In short, growth happens if organizational development is applied effectively. References: Brown, D.R., (2011). An Experiential Approach to Organizational Development (8th ed). Upper Saddle River Pearson Prentice Hall. Retrieved from: http://onlinevitalsource.com/#books/9780558857257/pages/31616081. Cumming, T.G., & Huse, E.F. (1989), Organizational Development and Change (4th ed.) St Paul, MN: West Publishing. Retrieved from: http://jeritt.msu.edu/documents/TallmanWithoutAttachment.pc. Gandell, S., 2010, How Blockbuster Failed at Failing, Time Magazine. Retrieved from: http://www.time.com/magazine/article/0,9171,2022624-2,00.html. Goldstein, L. and Burke, W. (1991), Creating successful organizational change, Organizational Dynamics, Vol. 19, page 5-17. Retrieved from: http://search.proquest.com/docview/215864273?accountid=32521 Handy, C. (1985), Understanding Organizations, Penguin, London. Retreived from: http://search.proquest.com/business/docview/215864273/13901F6FOC3249E4570/1?accountid=32521 Lok, P., & Crawford, J., (2000). The application of a diagnostic model and s urveys in organizational development. Journal of Managerial Psychology, 15(2), 108-124. Retrieved from http://search.proquest.com/docview/215864273?accountid=32521.) Salgado, S.R. (2003), Fine Restaurants: Creating inimitable advantages in a competitive industry. New York University, Graduate School of Business Administration). ProQuest Dissertations and Theses, 161 p. retrieved from: http://www.search.proquest.com/docview/305261479?accountid=32521305261479. Worren, N.A.M., Ruddle, K., & Moore, K. (1999.) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science, 35(3), 273-286. Retrieved from http://search.proquest.com/docview/236248857?accountid=32521.