It is up to leaders to examine the current state of their organizations in relation to the direction they want them to go so that they can assess if and where change is occurring. required within their organizations. Although 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 believes that his organization has acted in accordance with the elements listed in the "Psychopathic Disorders Checklist" and wishes to change these characteristics, he will need to come up with some form of framework to address the problem. the challenge of achieving change. This article examines the type of framework that would be necessary for creating change within such an organization, the areas in which the leader would be expected to start, who would be involved, and how the problem would generally be approached. 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 Should Not 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, disregard for the law, lack of empathy, repeated violations of social norms, and a history of victimizing others . Jacobs, Witteloostuijn, and Christe-Zeyse (2013) warn that organizational change is a risky and multifaceted endeavor, with most change initiatives not only failing but also resulting in high opportunity and process costs that far outweigh the benefits of a change in the first place. The leader who wishes to spearhead change in his or her organization must be aware that the external environment and the internal dynamics of the organization act in concert to influence the meaning of the managerial practices implemented. To best manage the fact that a change process must be managed properly, a wise leader must institute a framework for changing characteristics within their organization. In this case, an input-throughput-output model would be best suited to ensure that the role of organizational members is recognized in creating change, particularly because such a process is expected to affect the culture to a large extent. of the organization. The input would relate to the antecedents of – or the period before – the change, although the output would refer to the process of change, while the outcome would relate to the after – the consequences of the organizational change. The reasons for changing the characteristics of the organization as it is would be primarily influenced by whether an organization's identity is important not only to its internal audience but also to its external audience. In cases where stakeholders perceive violations of the code or that some of their expectations are not being met, the organization could be on the verge of quickly losing legitimacy with key external audiences (Jacobs, Witteloostuijn and Christe- Zeyse, 2013). . In the case of our Fortune 500 company, the executive must examine the corporate culture that has helped propagate such insensitive practices as those that warrant the company to act in accordance with each of the items on the checklist ofpsychopathic disorders. Culture, according to Bolman and Deal (2008) is that which allows for the sharing of similar values, perspectives, ideas, goals and traditions within certain groups of people. And as 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 stems from the example set by its leaders. It is remarkably easy for things to go wrong, particularly because managers often operate on the basis of intuition and rely much more on their hunches, direct observations, and judgment gained through experience. Transforming a Business into a More Conscientious Business This will likely be a significant challenge, as businesses exist for the sole purpose of making money. As they lack innate moral impulses, they are systematically driven to achieve lucrative goals, and acting in a manner akin to that of a psychopath can have many short-term benefits, particularly toward achieving their goals. goals. The fact that business directors and officers are obligated to act in the best interests of their company when it comes to making money only goes to show why a leader determined to bring about change would face many obstacles. on its way (Niose, 2011). It would then be up to the leader to establish a project team so that they can oversee the change process in their organization ensuring that negative employee attitudes are addressed and addressed, and that unproductive management behaviors are identified and adjusted accordingly. Effective organizational change can only be achieved when the change is clearly defined and aligned with business objectives. The project team in charge of this process would be well advised to critically examine necessary changes to the organization's performance objectives and goals. This way, any changes considered would be financially, ethically, and strategically sound, with the benefit of having quantifiable efforts and inputs and a value that could be easily determined. It would then be necessary to determine the impact of the change, as well as those who would be (most) affected, as well as how such a change would be received. Changing the culture of our Fortune 500 company would help it become more competitive by boosting its appeal and customer trust level, and improve its image and corporate identity as a company that has now evolved to become socially responsible. responsible in the way it conducts its activities. Virtually all employees would be affected in one way or another, particularly if training was required to ensure that as brand ambassadors in their various roles within the company, they would need to 'support to adapt to different skills. concerns mindsets, to be effective, employees must understand the meaning and agree with it, and the reward and recognition systems that are part of the system must be aligned with the new behavior expected of them. They should also have the skills to adapt to change if necessary and, wherever possible, employees should see the people they admire actively modeling that change (Williams, 2010). As such, the leader must develop a communications strategy that well communicates the change journey as well as the progressive change communication timeline, and provide effective training, whether structured or informal, that can teach the knowledge and THE..