Research Paper on:
Change Process

Unformatted Sample Text from the Research Paper:
by the merger. Employees were very concerned about the impact of redundancies and who might lose their jobs. In one section all administrative positions were made redundant and affected employees  were required to apply for their own jobs in the newly formed department. This writer was made head of the department and supervises 20 employees. The predecessor lost his job.  Persons in the newly designed department, having come from two departments do not get along with each other. Both groups hold negative perceptions of the other group. They also hold  negative feelings about the department in general. Analysis Without question, the leadership model used to decide these two sections would be combined and throughout the process of change was  authoritarian and autocratic. Upper level management asked no one in the affected sections about the potential of a merger. They unilaterally made the decision. The autocratic model continued to be  used throughout the process of change. They made matters even worse by forcing people to re-apply for their own jobs. This was a botched up process, to put it kindly.  The authoritarian leader makes the decisions and then directs or orders subordinates to follow out his commands (Brennan, n.d.). Subordinates are expected to obey and not question, in fact, any  questioning is strongly discouraged (Brennan n.d.). Employee behavior is monitored and controlled, often through the use of punishments and rewards (Brennan n.d.). This style is based on the premise  that the leader knows what is right for everyone and also on the notions that people prefer to be led because they generally lack ambition and cannot be trusted to  make decisions (Brennan n.d.). This is really a good style in terms of getting a specific task done more quickly (Brennan n.d.). The assumption must be made that in the