Leading Change in a Multinational Organization Assignment Sample

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Leading Change in a Multinational Organization

In the rapid-paced business environment, there is a requirement of leading changes within the multinational organisation (MNCs) to improve the cross-functional collaboration, for the creation of agile structure and to foster innovation within the Organization. Meta, a multinational technology company, based in California, the United States and is operating worldwide (Meta, 2024). It engages with the creation of technologies and applications to connect the people, finding communities and growth of the businesses. Furthermore, the organisation has involved in the virtual and augments reality and advertisements for carrying out its business operations in effective manner. Meta has incorporated in 2004 by Mark Zuckerberg, aims to build the community power and works for bringing the world more closure and connected.

Currently, Meta has faced challenges related to the data privacy and cybersecurity concerns, requires the transformation to overcome the concern of privacy and security of data of its users. There is a necessity to adopt the transformational technology for the prevention of data from loss and to assure the in-built protection of user’s data (Liu et al, 2021). In addition to that, Meta has faced the challenges related to cybersecurity, involves the complexities and threat in terms of adoption of advanced technology of AI and ML and its development with an aim to enhance the creative capacity within the organisation through increased AI interaction. To overcome these potential challenges and for the effective driving of leading changes, an effective leadership is termed as significant in the adoption of new technology and policies within the organisation by encouraging and motivating employees towards successful adoption of leading change (Stokes et al, 2019).

Change Management Plan

This assignment analyzes Meta’s Change Management Plan using Lewin’s Model - Unfreeze, Change, and Refreeze - to guide the integration of AI and ML in cybersecurity. It outlines clear steps for goal-setting, strategy development, implementation, and performance review while addressing employee resistance. The paper also emphasizes transformational and democratic leadership styles to foster collaboration, innovation, and adaptability. For improved structure and academic quality, professional Assignment Help can further refine such work

Plan for change management

A successful plan of change management comprises of outlining the objectives and goals, responsibilities and roles of employees and management, and the support and training plan for the successful adoption of the change within organization.

Lewin’s model for Change management

Leading Change in a Multinational Organization Assignment Sample

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For the effective execution of change management within organization, Meta has adopted Lewin’s model for change management to ensure success for leading change based on increased implementation of ML and AI (Yu et al, 2022). It includes mainly three steps, termed as Unfreeze, step of change and refreeze.

First step: Unfreeze

Unfreeze is referred to the stage of preparation, includes the needs faced by the Meta for implementation of change, and determines the change needs (Bekmukhambetova, 2021). This step encourages the attitudes and behaviour of the employees to replace the existing technology with the advanced change technology by ensuring the strong managerial support.

Second Step: Change

Second step of Lewin’s model is change, aims to indicate the organisation towards the direction and vision of change by outlining the objectives and development of strategy. Furthermore, this step includes the change implementation by motivating and helping employees to enhance their skills by way of organizing training and development sessions to ensure success in the adoption of AI and ML within cybersecuirty (Burnes, 2020).

Third Step: Refreezing

This step involves with the stabilizing and reinforcement of leading changes within the organization. Refreezing guides the Meta to integrate changes in effective manner by developing creative and innovative ways to manage and sustain leading changes. By referring this model, Meta focuses on the formulation of plan for change management with following multiple steps, primarily focuses on the organizational employees aimed to ensure the successful execution of change management (Eisenberger et al, 2020). To overcome the challenges of cybersecurity and privacy concerns, Meta aimed to develop its AI technology to increase its capacity of creativity with the interaction of AI to overcome the potential security related challenges.

Plan for Change management within Meta

First step:

The first step of the plan of change management is based in the setting objectives and goals, needs to be achieved (Rasool et al, 2021). Meta outlines the objective of minimizing the potential risks or challenges of cybersecurity and privacy with in increased involvement of Machine Leaning (ML) and Artificial Intelligence (AI) within the process of cybersecurity.

Second Step

The second step of the plan is based in the analysing the potential impact of the change. Increased use of ML and AL within the cybersecurity program will foster the innovation and creativity, leads t identify the threats and risks of cybersecurity and privacy in more effective manner (López-Cabarcos et al, 2022). Furthermore, this change will positively impact in terms of enhancing trust and loyalties of customers as this technological integration of ML and AI with the cybersecurity enhances the capability of security system.

Third Step

Third step emphasises on the development of strategy for the successful implementation of change. With the creation of comprehensive AI-powered cybersecurity strategy, Meta enhances the capacity and control of its cybersecurity program. This strategy aims towards the effective management of vulnerabilities and accelerates quick responses and decisions towards the privacy concern and cybersecurity challenges (Kim et al, 2020).

Fourth Step

Fourth step is related to the analysing the responsibilities and roles of the employees and management for the successful integration of leading change related to the increased Use of AI and ML within the cybersecurity program (Ridwan et al, 2020). In includes the skills of effective communication, coordination and leadership to manage resistance of employees towards change.

Fifth step

Fifth step is based in the implementation of plan, that is the AI powered Cyebrsecuity programs with new unlocked features of security and privacy. This step includes the process, strategy and actions for the execution of plan and further includes the budget for the strategic implementation of plan (Sugiarti, 2022).

Sixth Step

The last step involves the review or feedback post implementation of the change to analyse its success or failure with the use of key performance indicator (KPIs). for the evaluation of strategy of AI based cybersecuity programs, potential KPI is set as the number of malware and ransomware attacks, number of system vulnerabilities and failure and number of hacked accounts of users.

By following these steps in reference to the Lewin’s model of change management, Meta successfully integrates the AI based Cybersecurity program within organization. However, with the execution of change management plan, Meta has faced challenge related to employee’s resistance (Liu et al, 2021). An effective leader ensures the employees about the effectiveness of change management by communicating with them, helps in the identification of employee resistance towards change. For example: As a senior leader, I will overcome the issue of employee’s resistance by providing them appropriate training sessions to make them comfortable towards the adaption of new technical changes related to increased AI and ML (Stokes et al, 2019). In addition to that, with the facilitation of guidance and managerial support, issue of employee’s resistance could be managed in effective manner. Meta can adopt the Kübler-Ross Change Curve to mitigate the issue of change management as it focuses on the emotional behaviour and reaction of employees towards change (Khatri, 2022). This model guides employees by preparing them to accept changes by adopting advanced technologies of AI and ML in increased and creative manner, results in increased productivity, morale, job satisfaction and high engagement.

Besides that, Meta’s leader can ensure significant increase in buy-in from its employees with the creation of employee’s accountability, focuses on gaining support and creative and innovative ideas from employees (Yu et al, 2022). Furthermore, it fosters the sense of responsibility and accountability among employees for their performance in the execution of plan of change management related to increasing AI and ML within Cybersecurity. In addition, an effective leader encourages employees for the accepting challenges and risks in creative manner to increase the buy-in or commitment of the employees towards the implementation of strategic plan for the increasing use of Artificial Intelligence. For example: As a senior leader, I will encourage employees for the risk taking during the execution of strategic plan of change management to enhance the skills, commitment and capabilities of its employees towards the management of risks and adverse situation (Bekmukhambetova, 2021). This will promote buy-in of employees towards the strategic execution within Meta.

Ways for the creation of supportive environment for organizational employees

Creation of positive and supportive work environment offers multiple benefits to the organisation with change management as it encourages employees towards the adaption of new process of work, results in increased profitability and efficiency (Burnes, 2020). In addition, it helps the organisation to alleviate frustration and stress of its employees, results in minimizing absenteeism, layoff and employee turnover. Also, a supportive environment provides benefit of improved innovation and creativity among employees through the increased use of ML and AI, results in effective and well-informed process of decision making and problem solving skills within the cybersecurity programs. A supportive environment for Meta’s employees will be created with encouraging open and personalized communication within work culture, results in increased cohesion and collaboration among employees (Eisenberger et al, 2020). Open and direct communication facilitates supportive environment to the employees as they feel comfortable in sharing their opinions and ideas about the change management of increased use of advanced technology within security program by way of personalized communication or through feedback.

As a result, they are encourages and motivated towards the adaption of new working process by getting familiar through communicating with other employees. For example: As a senior leader, I will take an initiative of email-chains to ensure the open communication among employees to foster cooperation and strategic implementation of AI and ML within cybersecurity program of Meta (Rasool et al, 2021). Besides that, with the facilitation of development and training programs to employees also helps them in adaptation of new working process by using advanced technology of AI and ML in the cybersecurity program within Meta. This will create positive and supportive work environment as employees are feel motivated and confident due to significant increase in their skills and knowledge through training and development programs. For example: with the creation of mentor programs, I will offer opportunities for professional growth and career development to employees to improve their performance and engagement (López-Cabarcos et al, 2022). This will result in acquiring advanced knowledge and technical skills improvement, results in effective adaptation of new working process by using advanced technologies of machine learning and artificial intelligence.

For the creation of positive environment for work, a unified culture of work helps employees to adapt new changes and wok process. It allowed the employee’s to feel more productive and engaged and helps in reinforcing accountability towards performance, results in the improved work environment (Kim et al, 2020). A positive and supportive work culture helps employees to adopt new procedure and working ways in more effective manner, results in smooth management of change within Meta. For example: As senior leader of Meta, I will establish trust among employees by providing appropriate guidance and reviews for their improved technical performance through increased use of ML and AI to make them feel valued and supported (Ridwan et al, 2020). This will enhance their commitment and confidence in the adoption of new working procedure, results in successful implementation of change management within Meta.

Leadership Approaches and Styles

Styles and approaches of leadership

Leadership refers to the process of leading and influencing people to work in the strategic manner for the accomplishment of organizational objectives in efficient and effective manner. There are multiple approaches and styles of leadership, enables the leader to determine implementation of strategies and plans (Sugiarti, 2022). The Behavioural Approach of leadership is identified and considered as most suitable approach as it helps the leader to understand the behaviour of its employees towards the adverse situation or changed environment (Liu et al, 2021). This leadership approach is suitable for the creation of friendly and supportive environment within Meta as it fosters open communication among employees, results in inspiring employees towards the adoption of change related to increased adoption of advanced technologies within program of cybersecurity. Behavioural approach primarily focuses on the conduct of leader during the operations and tasks to influence the performance and actions of employees.

On the contrary, Situational approach of leadership enables the leader to adapt unique style of leadership in adverse situation to fulfil the needs of its employees and organisation (Stokes et al, 2019). It emphasises on the adjustments of the leader to foster better dynamics and effective performance of its employees in the situation of adapting leading technological changes of AI and ML within Meta’s cybersecuirty. It is also termed as contingency approach as the leadership skills is based on the meeting needs during a contingent situation. Conversely, the transformational style of leadership focuses on motivating and inspiring employees towards transformation by outlining objectives and clear vision (Yu et al, 2022). This leadership style can help Meta’s leader in the creation of shared sense of passion and vision among employees towards the adaption of AI and ML related changes. It fosters commitment, innovation and creativity among employees by guiding and inspiring them to adapt changes in effective manner.

Apart from that, Democratic style of leadership comprises of sharing the decision making abilities by the leader with employees to promote their engagement and interest (Bekmukhambetova, 2021). This leadership is also known as shared leadership as it inspires and motivates employees towards the decision making process, results in their increased intellectual stimulation and enhancement in skills of creative thinking and problem solving. It fosters a sense of collaboration and affirmation among employees, results in influencing and encouraging them to adapt necessary technological changes within Meta’s cybersecurity.

Justification behind leadership style choice

Based on the context of Meta, democratic and transformational styles of leadership are considered as the most suitable style of leadership within the process of change management (Burnes, 2020). These leadership styles influences and encourages employees to deliver desired results related to increased use of AI and ML within the cybersecurity programs of Meta. The transformation style of leadership includes 4 components, termed as inspirational motivation, intellectual stimulation, idealized influence and individualized consideration. Individualized consideration enables the leaders to provide appropriate mentorship and empathy to accomplish the change management purpose (Eisenberger et al, 2020). furthermore, it facilitate development and training to employee to strengthen their knowledge and skills towards the adoption of required changes related to increased integration of artificial intelligence within cybersecurity to get the desired result of effective cybersecurity programs and minimized privacy concerns.

In addition to that, intellectual stimulation assists the leader to foster innovation and creativity within the process of change management, results in successful management of change (Rasool et al, 2021). This style of leadership guides the leader to influence and motivate employees to adopt the transformation within the Meta to enhance operational efficiency and productivity. Moreover, components of inspirational motivation and idealized influence results in bringing inclusion and high productivity within the organisation by outlining clear vision and objectives towards the successful implementation of increased ML and AL within cybersecuirty.

On the contrary, democratic leadership is considered effective in the facilitation of change management within Meta, as it ensures the active participation of employees to foster collaboration, teamwork and active engagement of employees (López-Cabarcos et al, 2022). Furthermore, this leadership style encourages the employees to participate in the change management process, results in increased morale and confidence of employees. This promotes adaptability and sense of commitment among employees, results in effective use of advanced technology of AI and ML within the cybersecurity to get the desired out and minimized the issue of employees’ resistance towards change. For example: as Meta’s senior leader, I will encourage employees in the decision making related to the formulation of strategy for managing change related to increased use of AI and ML to enhance the effectiveness of cybersecuirty programs (Kim et al, 2020). With the active participation of employees by encouraging effective communication, I will understand the opinions, ideas and preferences of employees, results in managing leading change within Meta.

Besides that, democratic style of leadership improves loyalty and trust among employees by fostering skills of communication to enhance spirit of collaboration and commitment. Moreover, it focuses on increasing job satisfaction among employees by proving them positive work culture and appropriate guidance towards their opinion and sharing of innovative thoughts (Ridwan et al, 2020). This result the encouragement among employees to Meta to adapt the technological changes in smooth manner to grasp its effectiveness to produce the desired results related to increased cybersecurity.

Agility and Innovation

Ways to foster a agile and innovative organisational culture

Agility and innovation is termed as the organizational ability to manage and respond towards the opportunities, changing conditions and threats through creativity and innovation. From the strategic organizational perspective, agility and innovation fosters the innovation and creativity within Meta to manage successful implementation of ML and AI to enhance competitive advantage and strengthen the cybersecurity program (Sugiarti, 2022). There are multiple ways to foster agile and innovative organizational culture. Empowerment to employees is considered as one of the best to foster agile and innovative work culture as it focuses on empowering employees to formulate their own decisions and act according to them. This results in increased thinking and decision making skills with the formulation of well informative and innovate decision, leads to foster innovative and agile work culture towards the adaption of advanced AI technology in Meta. For example: as a senior leader, I will implement the practice of self-agility in Meta to ensure quick adaption of leading changes within Meta’s cybersecurity program. This will lead to foster innovation and competitiveness of the organisation (Liu et al, 2021).

In addition, adaption of reward and recognition to employees for their innovative ideas and creative thinking for the problem solving or formulation of strategy leads to foster the innovative and agile organisational culture (Stokes et al, 2019). This encourages and motivates employees for their innovative efforts and agile thinking skills, aligned with the strategic objectives based on increasing strength of cybersecurity program through increased AI and ML implementation. For example: as senior leader, I will foster the agile and innovative organisational culture by facilitating rewards to employees for their innovative experimentation and learning of advanced technologies of machine learning and artificial intelligence. This will empower Meta’s employees to share their feedbacks, ideas and insights to drive and embrace change within Meta (Yu et al, 2022). Apart from that, leading through example is another way to promote agility and innovation. For instance: as senior leader, I will embrace agility and innovation by setting the leading example to foster the organizational culture of experimentation and full of creativity.

Moreover, strategic leadership with advanced skills is another way to foster agility and innovation within Meta. It fosters values and flexibility within work culture to understand and implement the agility and innovation in Meta (Bekmukhambetova, 2021). Besides that, it improves the inclusion and motivates employees towards continuous improvement with the adoption of new skills and knowledge, results in increased innovation and agility within Meta through the successful implementation of AI based Cybersecurity program. With the adoption of theory of open innovation, Meta can improve its agility and innovation within the change management through sourcing different creative ideas from internal as well as from external sources (Burnes, 2020). This theory enables the leader to share information and knowledge about the innovation and strategic implementation of the change management.

Initiatives to encourage idea sharing and cross-functional collaboration

The concept of idea sharing and sense of collaboration is vital for managing successful change within the organisation to promote its efficiency and competitiveness within the dynamic business environment (Eisenberger et al, 2020). To encourage the idea sharing and cross functional collaboration within Meta, initiative of effective communication could be adopted. It allows the employees to share their innovative and creative idea with management and other team members, results in the effective decisions. Moreover, effective communication promotes the cross functional collaborations to ensure the achievement of common goal of change management that is increased use of advanced technologies within Meta’s cybersecurity. Another initiative is based in the alignment of change management objectives with organisational goals, results in encouraging idea sharing and cross functional collaboration to improve their organizational and personal performance (Rasool et al, 2021). For instance: I will implement effective leadership skills related to creativity, strategic thinking and feedback to ensure effective collaboration within cross functions of Meta.

In addition, initiatives for team building would be adopted to encourage strategic collaboration within cross functional departments of Meta and to facilitate creative idea sharing (López-Cabarcos et al, 2022). With this initiative, collaborative efforts of employees of different team would be encouraged, results in fostering trust and open communication among diverse teams of Meta to ensure the accomplishment of change management initiative. Moreover, with the assignment of responsibilities and objectives within the employees of Meta, it encourages and fosters a sense of collaboration and sharing of ideas within organisation. For instance: as an organizational leader, I will use the RACI chart for strategic alignment of employees towards their responsibilities and roles to accomplish the purpose of leading change of incerased ML and AI adoption within cybersecurity (Kim et al, 2020). Additionally, with the implementation of initiative related to build the positive and supportive environment results in encouraging employees to share their creative and innovative opinions, ideas and thoughts to foster successful integration of change management plan. Supportive environment enables the employee to share their ideas without hesitation or confusion with the top management and other employees to enhance creativity and collaboration for the achievement of Meta’s change management objectives (Ridwan et al, 2020).

Conclusion

This assignment concludes about the leading transformational change related to the increased used of adoption of advanced technology of ML and AI and its development. This aimed to enhance the capacity of creativity within Meta through increased interaction with AI in its cybersecurity program. Furthermore, it has been concluded that leadership plays a vital role in driving successful change within Meta as it influences, motivates and encourages employees to adapt the transformation changes related to the increased integration of ML and AI technology in its cybersecurity operations. Lewin’s model of change management was considered by Meta for the formulation of change management plan. Besides that, Change Curve by Kübler-Ross helped the organisation in addressing issue related to employee resistance towards change. Moreover, the study outlined that multiple leadership approaches and styles such as Democratic and transformation style of leadership and behavioural and situational approach of leadership to manage technical change in effective manner. Thus, it was concluded that leadership plays a crucial role in managing change by strategic vision, managing motivation among employees and with the creation of supportive and positive work environment.

References

Books and Journals

• Bekmukhambetova, A., 2021. Comparative analysis of change management models based on an exploratory literature review.
• Burnes, B., 2020. The origins of Lewin’s three-step model of change. The Journal of Applied Behavioral Science, 56(1), pp.32-59.
• Eisenberger, R., Rhoades Shanock, L. and Wen, X., 2020. Perceived organizational support: Why caring about employees counts. Annual Review of Organizational Psychology and Organizational Behavior, 7(1), pp.101-124.
• Kim, W.G., McGinley, S., Choi, H.M. and Agmapisarn, C., 2020. Hotels’ environmental leadership and employees’ organizational citizenship behavior. International Journal of Hospitality Management, 87, p.102375.
• Liu, Y., Vrontis, D., Visser, M., Stokes, P., Smith, S., Moore, N., Thrassou, A. and Ashta, A., 2021. Talent management and the HR function in cross-cultural mergers and acquisitions: The role and impact of bi-cultural identity. Human Resource Management Review, 31(3), p.100744.
• López-Cabarcos, M.Á., Vázquez-Rodríguez, P. and Quiñoá-Piñeiro, L.M., 2022. An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research, 140, pp.361-369.
• Rasool, S.F., Wang, M., Tang, M., Saeed, A. and Iqbal, J., 2021. How toxic workplace environment effects the employee engagement: The mediating role of organizational support and employee wellbeing. International journal of environmental research and public health, 18(5), p.2294.
• Ridwan, M., Mulyani, S.R. and Ali, H., 2020. Improving employee performance through perceived organizational support, organizational commitment and organizational citizenship behavior. Systematic Reviews in Pharmacy, 11(12).
• Stokes, P., Smith, S., Wall, T., Moore, N., Rowland, C., Ward, T. and Cronshaw, S., 2019. Resilience and the (micro-) dynamics of organizational ambidexterity: implications for strategic HRM. The International Journal of Human Resource Management, 30(8), pp.1287-1322.
• Sugiarti, E., 2022. The influence of training, work environment and career development on work motivation that has an impact on employee performance at PT. Suryamas Elsindo Primatama in West Jakarta. International Journal of Artificial Intelligence Research, 6(1), pp.1-11.
• Yu, M., Wen, J., Smith, S.M. and Stokes, P., 2022. Building-up resilience and being effective leaders in the workplace: a systematic review and synthesis model. Leadership & Organisation Development Journal, 43(7), pp.1098-1117.

Online

• AIHR, (2024). Learning and Development: A Comprehensive Guide. Online. Available through: <https://www.aihr.com/blog/learning-and-development/>.
• Hutchinson, A., (2024). Zuckerberg Says Meta Is Pushing Hard To Lead the AI Future. Online. Available through: <https://www.socialmediatoday.com/news/zuckerberg-says-meta-pushing-hard-lead-the-ai-future/704982/#:~:text=For%20Meta%2C%20its%20vision%20of,simply%20speaking%20them%20into%20existence>.
• Khatri, A., (2022). The Kübler Ross Change Curve in the Workplace. Online. Available through: <https://whatfix.com/blog/kubler-ross-change-curve/>. 
• Meta, (2024). About Us. Online. Available through: <https://about.meta.com/>.
• Monsur, N., (2023). Strategies to improve Cross Functional collaboration. Online. Available through: <https://www.onethreadapp.com/blog/cross-functional-collaboration/>. 
• Sketch Bubble, (2024). Characteristics of Democratic Leader. Online. Available through: <https://www.sketchbubble.com/en/presentation-democratic-leadership.html>. 
• Ugochukwu, C., (2024). Transformational Leadership Style: How to Inspire and Motivate. Online. Available through: <https://www.simplypsychology.org/what-is-transformational-leadership.html>.
• Visual Paradigm, (2022). What is Lewin’s three-stage change process model? Online. Available through: <https://blog.visual-paradigm.com/what-is-lewins-three-stage-change-process-model/>.