Week 4 Theoretical Principles to Improve a Struggling Organization It is critical for leadership to be cognizant of what is occurring within their organization. Effective leaders must possess a keen understanding of current events and the potential these may have to effect organizational success. The key is to stay ahead competitively in their specific environment implementing key processes that align with an ever-changing business environment. In times of crisis, this holds especially true as key issues can change at a moment’s notice. Leaders must be decisive in their actions and know when to make changes if warranted. Leaders should have command of key data and be able to make data-driven decisions at a moment’s notice. They must promote collaboration and flexibility, especially when time is of the essence. In these times, leaders must manage many relationships among all the stakeholders they serve. For example, think about the steps Nike recently took amidst a very transparent and criticized product launch. To make business decisions to withdraw initiatives, products, and services, Nike’s leadership needed to leverage as many as tools and resources as possible to foster service recovery and restore its public image. Leaders who can engage directly, while still maintaining a sense of perspective, are the ones who assist in ensuring the organization survives. These leaders are aware of their skills and can access a multitude of resources to help assist and drive needed aspects of change and remedies. As order is restored, stakeholders realize their jobs are secure and begin focusing on goals and productivity. This is why, in any organization, it is always about people. There are several skills and traits that people-oriented leaders possess. They provide clear feedback and coach others to help ensure objectives are being met. People-oriented leaders have strong communication skills and delegate tasks effectively. Due December 25 at 11:59 PM For this week’s assignment, you will complete a case study. Review the following scenario to get started: Right in the middle of the busy time of year, XYZ Corporation was suddenly struck by an all-encompassing technology failure. Its main website and internal systems went off-line for over 24 hours, causing an entire shutdown of production. Over the course of the next several days, leadership directed employees to attempt to resume fulfilling orders in addition to responding to customer complaints. Unfortunately, the volume of work and number of customer complaints overwhelmed staff, leaving numerous orders unfulfilled and complaints ignored. Ideally, the organization needed to respond to each customer in a timelier manner and effectively deploy service recovery. Employees are beginning to lose trust in leaderships’ decision and were facing burn-out from working many extra hours. Assignment criteria: Given the current situation, acting as the CEO of XYZ Corporation, how would you proceed in restoring a productive organization? Explain how you would improve employee morale, while still motivating employees to catch up on work that is behind schedule. Help your employees compose responses to the various customer complaints and indicate how you would communicate with those customers. Include anything else you feel is important as the CEO in your response. Be sure to relate theories and strategies leading to certain best practices that leaders of successful organizations utilize to improve a struggling environment. Length: 4-6 pages, not including title or reference pages References: Include a minimum of 5 scholarly resources. Your assignment should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Resources that need to be included Carton, A. M., & Lucas, B. J. (2018). How can leaders overcome the blurry vision bias? Identifying an antidote to the paradox of vision communication. Caves, L. (2018). Lifelong learners influencing organizational change. Studies in Business & Economics, 13(1), 21–28.