Leading Change"To win without fighting is best," said a mysterious, second century Chinese warrior-philosopher in the book, The Art of War, also known as Sun Tzu's Military Strategy (Shah-Jahan, 2006, ÃÂ¶ 5). Lessons of strategy taught over 2,500 years ago are just as relevant today. Sun Tzu explained in his book how to solve two basic issues; determining one's position, and how to advance that position (Amand, 2007). Tzu also knew that it was critical to "understand the terrain of a country before leading an army through it" (University of Phoenix, 2007, ÃÂ¶ 1). In everyday business, managers confront similar challenges to the ones an army general faces on the battlefield. Like the army general, executives must think strategically.
Managers use power and politics to coordinate and support the work of organizational members and to meet organizational goals. In meeting company objectives, successful managers use political strategies to increase power in an organization.
The executions of political maneuvers are generally during times of conflict. Various personalities exist in all companies and intensify the conflict situations (University of Phoenix, 2007). A leader who effectively uses power can dramatically affect his or her organization.
Organizational Structure and CultureGood Sport is a Florida-based, fitness equipment manufacturing company with 15 years of experience. Chief Executive Officer (CEO) Marvin Wallace expanded the business to provide equipment to hospitals. The growth has allowed the company to expand to Georgia, North Carolina, and South Carolina. In the Good Sport simulation, the participant uses political strategies to increase power and attain organizational goals.
The organizational structure at Good Sport tends to be a flatter organization more than a tall organization. A tall structure has many hierarchical levels, and a flat structure has few levels (McShane & VonGlinow, 2005). Good Sport has an executive management...