Final Project MGT XXXXXXXXXXAt the end of Chapter 15, the second cautionary note (page 577) suggests that a dysfunctional personality manifested by a Chief Executive may create the same dysfunctional...

Running Head: RESEARCH PROJECT        1
RESEARCH PROJECT        16
RESEARCH PROJECT
Table of Contents
Introduction    3
Problem Identification    3
Description of the Organization    4
Context of the Problem    5
Problem Specification    6
Needs Assessment Analysis    6
Proposed Organization Development Plan    7
Required resources    8
Timeline    9
Anticipated Resistance    11
Potential Benefits    12
Suggested Evaluation Approach    12
Conclusions    13
References    14
Introduction
    The development of an organization is largely an outcome of its effective leadership and positive organizational culture followed in it. The inspiration by the leader, such as the Chief Executive Officer (CEO) of the company and their personality, are greatly responsible for bringing out the best from their employees. However, issues occur, when the leader of the organization exhibits dysfunctional personality that negatively and directly affects their organizational culture. The current research project aims to focus on the identification of such a similar incidence at Georgia Department of Human Services (DHS), where behavior of their CEO has been analyzed and organizational development plan has been designed in its accordance.
Problem Identification
     The key problem identified in this research has been that the dysfunctional behavior of the CEO of an organization leads to the causation of the overall dysfunctionality in the organization. As informed by Nelson and Quick (2013, 577), when the leader or the manager of an organization starts exhibiting issues in their behavior such as political alignment in their opinions, personal biases and cognitive partiality, while making decisions in the organization, such decisions can never be regarded as the most effective ones. In that context, they even establish a faulty organizational structure and a demotivating organizational culture. Therefore, as opined by Christensen, Mackey and Whetten (2014), the behavior of the organization’s leader is largely responsible for the creating problems for the employees, who are entitled to obey their leader’s decisions.
    From the analysis of the relationship between the behavior of the leader and the impact it has on the organizations, five problem areas have been identified— depressive, compulsive, paranoid, schizoid and dramatic leaders (Nelson and Quick, 2013, 577). A depressive personality makes the leader feel having low self-esteemed, pessimistic, depressed and skeptical about whatever steps they take. As a result, the employees also do not get the motivation to work properly and it reduces the organizational productivity. Similarly, as mentioned by Reynolds, Pietrzak, El-Gabalawy, Mackenzie and Sareen (2015), a compulsive leader is never satisfied with the results they have and force the employees to act based on the compulsions the leader perceives at momentary instances. Therefore, in such an organization, most of the decisions are not well thought and are taken out of momentary compulsions.
While a paranoid leader suspects their staffs and colleagues, leading to lack of trust in the organization, failure to achieve common goals and ineffective communication, a schizoid leader seems to be detached from all the problems of the organization, thus leading to remaining aloof, when the employees need their support and guidance (Beck, Davis & Freeman, 2015). On the contrary, a dramatic personality of the leader makes more expressive reactions to the situations than needed and does not actually seem to delve into the problem with an intention to solve it. All these areas of personality dysfunction are key reasons for establishing a dysfunctional organizational culture, which is why it is extremely important to address them immediately.
Description of the Organization
    The aim of Georgia DHS is to support the well-being of all the people in Georgia and enhance their safety and self-sufficiency (Department of Human Services, 2018). Since the range of human services provided by this organization is vast, therefore the number of employees is also huge that is 9000 as of 2017 and they also belong to a varied range of cultural backgrounds. It is so because, the services of DHS are provided to children, middle-aged people and elderly people belonging to any caste, religion, race or ethnicity in Georgia.
Recently, the population of Georgia has increased with multi-cultural people, as men and women have immigrated to this place from all over the world (Georgia Gov, 2018). Hence, it is quite natural that the services these people from diversified backgrounds would need; also have to be in accordance with their culture. Therefore, the employees are recruited based on differential cultural backgrounds.
    However, what was sighted as a way to combat the challenges of multiculturalism took the form of organizational barrier, as the current CEO of the organization began exhibiting issues in managing such a diverse workforce (Rice-Rodriguez & Boyle, 2009). For the CEO, understanding the working culture of the employees, eventually, taking the personality of a paranoid leader. Consequently, a large number of employees began resigning from their designations and switched to other companies, where they believed their cultural faiths would be respected.
This scenario has also been justified by Corrigan, Torres, Lara, Sheehan and Larson (2017), stating that healthcare and public service organizations specifically require accepting cultural diversity in their organization, because they have to serve clients from the various parts of the world. Georgia, having become a multicultural area off late, it was a major issue for its DHS to make eliminate the dysfunctional personality of their CEO.
Context of the Problem
    It is identified to be a major problem because organizations are subject to their effective management, which also comprises of the organizational culture, structure and behavior, apart from the managerial practices. As mentioned by Purce (2014), the decision-making by the managers, CEO or esteemed leaders of the organization help to determine the type of organizational structure will be prevailing in the company, the behavior of the other employees and the culture of the organization. Hence, if the CEO of the company were optimistic and far-sighted, the employees would also be motivated to work in a better way.
On the other hand, if the CEO depict dysfunctional personality, it causes adverse effects upon the entire organizational structure, culture and behavior. As viewed by Nelson and Quick (2013, 577), if the personality of the manager is explicit with cognitive, political and personal biases, their personality can be indicated to be dysfunctional. Such a personality inhibits the capability of the manager or CEO to undertake proper decision-making and judgments, which result in the overall...