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Leadership and Organizational Change Concepts Worksheet
Concept Application of Concept in the Scenario or Simulation Reference to Concept in Reading
Non-technological catalysts for change






Due to emerging global shifts after September 11, 2001, Intersect Investment (like other companies in the financial services industry) has struggled to maintain their financial status on Wall Street. To meet this end, they have decided to implement changes within the organization in order to provide additional products and services while creating trusting customer relationships that are long-term.

The attack on September 11, 2001 was a non-technological catalyst that lead to the changes in climate for Intersect Investment.
Cues for organizational change can come from numerous sources both within and outside of the company. They come from non-technology based external sources such as your competitors, the marketplace, demographic changes, and social issues. Things such as management style can also signal a need for change. It is important that a company’s internal environment aligns with external factors. For example, Kreitner & Kinicki states that, “The emergence of a global economy is forcing companies to change the way they do business,” (2003, p. 674). An example is given that, “Many Japanese companies are having to discontinue their jobs-for-life philosophy because of increased international competition, and Chinese companies increasingly are adopting an international mind-set,” (Kreitner & Kinicki, 2003, p. 674).
Skills and competencies of an effective leader





In the simulation, Technology Development was the strongest department because the leadership was participative and encouraged employee innovation. However, Sales and Delivery was the weakest department because there was weak leadership. Within this department, there was a...