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Leadership and Organizational Change Concepts Worksheet
Charles W. Moss
University of Phoenix


Leadership and Organizational Change Concepts Worksheet
Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading
Internal forces for change




At Intersect Investment the chief executive officer had to replace the previous executive vice president of marketing and sales. The former executive did not support the new vision and failed to lead the organization in following the new vision. A new executive was hired with the experience of what the chief executive officer wanted. The new model “customer intimacy” establishes long term customer relationships.

The decision to replace the previous executive over marketing stopped possible conflict. Internal forces for change came from the behavior and decision of management.
(Kinicki and Kreitner, 2004, p. 11).
Internal forces for change come from inside the organization. These forces may be subtle, such as low job satisfaction, or can manifest in outward signs, such as low productivity and conflict. Internal forces for change come from both human resource problems and managerial behavior/decisions.
(Kinicki and Kreitner, 2004, p. 11).

Innovative changes




The new executive vice president at Intersect Investment used the “customer intimacy” model at three other companies. In all three places the model improved customer satisfaction. The process caused sales to rise.

This model had been used by other companies and proved to be successful. Intersect Investment used the process because of the accomplishments by other companies.
(Kinicki and Kreitner, 2004, p. 15). Innovative changes fall midway on the continuum of complexity, cost, and uncertainty. An experiment with flexible work schedules by...