It is up to leaders to examine the current state of their organizations as opposed to the direction they need them to be headed, so they can assess whether or where change is in place required within their organizations. While the process of creating change can be difficult, using effective change models, techniques, and approaches can ensure success. In the event that the president of a Fortune 500 company found that his organization was acting in accordance with the items listed in the “Psychopathic Disorders Checklist” and wished to change these characteristics, he should devise some form of structure to address the challenge. to make the change. This article examines the type of framework that would be needed to create change within such an organization, the areas where the leader would be expected to initiate, who would be involved, and how the problem would generally be addressed. According to Hare (1993), psychopathological behavior can be exploitative and often has little regard for social responsibility. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Some of the characteristics of the psychopath include using violence, charm, deception, or other methods to ruthlessly prey on others in order to get what one needs. Symptoms include self-centeredness, lack of conscience or even guilt, pathological lying, contempt for the law, lack of empathy, repeated violations of social norms, as well as a history of victimizing others. Jacobs, Witteloostuijn, and Christe-Zeyse (2013) warn that organizational change is a risky and multifaceted endeavor, as most change initiatives not only fail, but also involve high opportunity and process costs that far outweigh the benefits of a change in the first place. The leader who is intent on driving change in his organization should be aware that both the external environment and the internal dynamics of the organization work hand in hand to influence the meaning of whatever management practices are implemented. To best manage the fact that a The change process must be managed properly, an astute leader must establish a structure for change characteristics within his organization. In this case, an input-throughput-output model would be most suitable to ensure that the role of organizational members is recognized in creating change, especially since such a process should largely influence the corporate culture of the organization. The input would relate to the antecedents – or before – of the change, just as throughput would relate to the change process, while the output would relate to the after – the consequences of the organizational change. The reasons for changing the characteristics of the organization as it exists would be mainly influenced by the fact that the identity of an organization is important not only for its internal but also for external audiences. In cases where stakeholders perceive violations of the code or the fact that some of their expectations are not being met, the organization may be on its way to losing its legitimacy with regards to key external audiences (Jacobs, Witteloostuijn and Christe- Zeyse, 2013). . In the case of our Fortune 500 company, the leader must examine the corporate culture that has contributed to insensitive practices such as those that ensure the company acts in accordance with each of the elements of the Checklist forpsychopathic disorders. Culture, according to Bolman and Deal (2008), is what makes it possible for certain groups of people to share similar values, perspectives, ideas, goals and traditions. And since people are at the center of companies, they bring to these organizations the strategies that they themselves have adapted to their needs. In essence, a company's culture almost always arises from the example set by its leaders. It is extraordinarily easy for things to go wrong, especially because managers often operate on intuition and rely much more on hunches, first-hand observations, and judgments gained from experience. Transforming a company into a more conscientious one will likely be a challenging one because companies exist for the sole purpose of making money. Because they have no innate moral impulses, they are systematically driven to achieve profit goals, and acting in a manner similar to that of a psychopath can have numerous short-term benefits, particularly towards achieving their goals. The fact that corporate directors and officers are obligated to act in the best interests of their companies when it comes to profit only demonstrates why a leader intent on instituting change would have quite a few obstacles in his or her path (Niose, 2011). It would be appropriate for the leader to establish a project team so that he can oversee the change process in his organization, ensuring that negative employee attitudes are addressed and managed and that unproductive management behavior is identified and adjusted accordingly. Effective organizational change can only be achieved where the change is clearly defined and aligned with the company's objectives. The project team responsible for this process would do well to critically review the required changes to the organization's goals and performance objectives. In this way, any contemplated change would be financially, ethically and strategically sound, with the benefit of having quantifiable efforts and inputs and a value that could be easily determined. The impact of the change, as well as those who would (mostly) be affected, as well as how such a change would be received, should then be determined. Changing the culture in our Fortune 500 company would help it become more competitive by boosting its appeal and level of trust from its customers, and enhance its corporate image and identity as a company that has evolved to become socially responsible in the way it ran his own business. Virtually all employees would be affected in one way or another, particularly if training was required to ensure that they, as brand ambassadors in their various functions within the company, need support to adapt to different skill sets . For a change, especially one that As for mindset, to be effective, employees need to be clear about the point and on board with it, and the reward and recognition systems that are part of the system need to be aligned with the new behavior expected from them. They must also have the skills to adapt to change as required, and whenever possible, employees need to see people they admire actively modeling that change (Williams, 2010). As such, the leader must develop a communications strategy that communicates well the change path as well as the timeline for how the change will be communicated incrementally and provide effective training, whether structured or informal, that teaches the knowledge and skills appropriate to the participants. employees. Require that managers under the..