Managing Organizational Behavior 2nd Edition by Timothy Baldwin,Bill Bommer,Robert Rubin

Exercise 4

Converting an Organizational Problem in an Achievable Change Initiative
It's your senior year of college and, in an attempt to build your resumé, you agreed to run for president of the campus professional business fraternity. No one else ran, so you won in a landslide. But now you are faced with a big challenge as your returning vice president tells you the organization is a mess. She further notes that nobody is motivated and the members just want something to put on their resumés. She observes it is really hard to get people to take initiative on fraternity events and that new membership and attendance at events dropped to an all-time low last term.
Clearly, this seems like a situation ripe for change management, but how would you proceed in ways that might really yield improvement? Where do you begin? What common traps should you avoid? Who, if anyone, would you want to involve in the process? What resistance might you predict? At the end of the year, how would you judge whether you were successful as a change agent?