Impact on the Organizational Performance to Change Driver

Question: Discuss in detail about the relevance of identifying change driver that has a greater impact on the organizational performance. Answer: Introduction: This particular module has aimed at to discuss in detail about the relevance of identifying change driver that has a greater impact on the organizational performance. My responsibility in this specific project is to identify the change driver that would help to reach the organizational goal more smoothly. Rainbow is one of the most popular retail companies occupying a predominant place throughout the World. Headquartered in Australia, this particular company had starter its journey in the year 1944. Dealing with numerous products such as foods, groceries, cloths and so many, Rainbow has appointed almost 315.8 thousand employees throughout the world (DeYoung Peng and Yan 2013). In past few years, the company has faced some major problems due to which the entire business has faced difficulties to reach the business goal. Value proportion model has been used in this organization. As per value proportion model the business organization likes to make the customers belief that value would be provided in their product and services both. However, currently it has been observed that this organization has faced immense challenges to gain the consumers trust like earlier (Gal 2015). With the changing process of technology, this particular model has not been considered as one of the most effective models due to which customers are not benefited and facilitated. In this situation, I have identified one particular change driver based on which the business organization can gain the trust of people again (Heutel 2012). The leadership policy that Rainbow used to follow so far was autocratic. As per autocratic leadership style, employees get minimum opportunity to share their own point of view regarding the business goal. Leaders of the organization like Rainbow liked to impose their own decision on the employees. As a result, the communication gap had been created in between the managers and the existing staff. It hampered the entire process of business. Employees lost their interest to provide their best effort towards customer services. They failed to maintain a balance between supply and demand of the product. As a result, the customers intended to show their interest to use the service of this organization. After identifying the driver, I have realized that by using participative leadership at the workplace, the organization would be able to regain the employee relation. With the help of this leadership policy, employees would be able to share their own decision regarding the business target. Leaders on the other hand allow the employees to express their own point of view (Priestley 2012). With the help of participative decision making process, both the employers and the employees would be able to achieve the success of business. Employees would show their interest to provide a good service to the customers. Ultimately, the organization would regain the trust of people. In order to implement this particular change driver I would like to recommend the managers of Rainbow to re-organize their management policies again so that they can implement participative leadership style inside the management policy. Conclusion: As per my recommendation, this particular change driver should be implemented for both the internal stakeholder as well as the external stakeholder. Among the internal stakeholders, the importance of employees has been considered as most prominent. Reference List: DeYoung, R., Peng, E.Y. and Yan, M., 2013. Executive compensation and business policy choices at US commercial banks.Journal of Financial and Quantitative Analysis,48(01), pp.165-196. Gal, J., 2015.Monetary Policy, Inflation, and the Business Cycle: An Introduction to the New Keynesian Framework and Its Applications. Princeton University Press. Heutel, G., 2012. How should environmental policy respond to business cycles? Optimal policy under persistent productivity shocks.Review of Economic Dynamics,15(2), pp.244-264. Priestley, M., 2012. Curriculum for Excellence: transformational change or business as usual?.Interaces,8(22).