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Question: Discuss About The Social Work Transformational Transactional? Answer: Introduction The assignment studies the change initiatives taken by the management of Yellow Auto Company for the successful change in its culture and management structure so that the company will be successful in organising people to work effectively. Problems in the organisation Change plays an important role in every organisation. Change is taken place when the organisation requires to modify or tries to make the cultural, structural and technological development in the organisation in order to sustain in the marketing (Barnett, 2015). The change becomes inevitable due to the internal and the external situations that compel the business organisation to bring changes in the organisation. In the process of the change, the management all other stakeholders work together to make the change process successful. Without the support of the employees, the change agent cannot bring change in the organisation. The structural change refers to the change in the process the work is done. The responsibilities of the employee are changed and he or she is given the opportunities to give their opinion in the decision-making process and the structure of the management is changed for the growth of the organisation(Griswold, 2013). Changing the attitudes, behaviour the expectation of the employees is very difficult. The change is accepted by the employees when they believe that the change will bring them personal and organisational benefits(Brunk, 2010). Thus the culture of the organisation is changed when both the employees and the leaders accept the change. The change efforts made by the management of the organisation is transactional. The management of Yellow Auto Company finds that there is an urgent need to bring changes in the organisation due to the structural and cultural factors. The transactional leadership focuses on the supervision, on the organisation and also on the performance. The focus of the transactional style is to promote compliance with the help of the followers. This compliance is made through reward and punishment. The transactional process wants to bring changes in the crisis and in a situation when the change becomes inevitable. The attention is given to developing the efficiency of the employees in the organisation and takes care of amending the faults in the organisation(Gellis, 2007). The transactional style is different from the transformational style as transactional style focuses on the immediate change and the transformational style focuses on the development in the future. In the context of Yellow Auto Co mpany, the change is inevitable to keep the people of the organisation on the right direction to accomplish the goals and objectives of the organisation. The change initiative made by Yellow Auto Company will not meet any resistance in the process of change. It is due to the fact that the employees of the organisation have realised the need of change in the structure and culture of the organisation. The survey conducted by the company proves that the employees are not satisfied with the way they are working. The job specification is not there and they have no liberty to execute their own works. The analysis made in the survey finds that there are problems related to the authority, responsibilities and distribution and all these things happen due to the lack of clarity in the description of the job. Thus the survey shows that the employees expect a change in the organisation. Organisations bring changes in the organisation with the help of the internal and external change agents. The internal change agents are the people of the management of the organisations. These people feel the need of the change and try to implement change strategically in the organisation(Gentile, 2012). The external change agents are the consultants or the people those who are not the part of the organisation. The consultants make a survey the need of the change and prepare strategic plan to bring a change in the organisation. The external change agent is effective when there is a need of bringing changes in the structure of the organisation. In the case of Yellow Auto Company, this has been found that the top management people like Can Sale behave like an autocratic leader. Thus the external change agent can make the operations management feel about the requirements of the change. The employees of the organisation express their anxieties to the external agents and the survey of the external agents can find the faults and requirement of developments while talking to the stakeholders(Lynch, 2015). The external agents can easily find out the faults in the organisation, culture and structure. The management people will accept the change as it becomes inevitable for the organisation. The management people expressed their willingness to help the change agents and to be very open for the development of the efforts. This shows that the change initiative is planned and both the management and the employees have accepted the change(Nielsen, 2012). Thus the attitudes of the employees will be changed and the survey will find a difference after the introduction of change. Summary of the key problems and the role of organisational development in improving efficiency effectiveness in the organisation The key problems of Yellow Auto Company are based on the structural and cultural. The work culture of the organisation is not based on the basic principles. The employees are not aware of the job description. This shows that there has been a gap between the employees and the management of the organisation. The second most important problem is that the employees are demotivated. They do the work which is not actually to be done by them. The employees could not use their skills and experiences due to wrong work assignments. Thirdly, the top level management people are not concerned with the development of the culture of the organisation. The involvement of the management people in every activity demotivate the people. Can Sale does not allow anybody to work independently. He intervenes in every activity, Fourthly, the employees are not allowed to be a part of the decision-making process. Thus the decisions taken by the management people are not accepted by the employees of the organisations. Lastly, the work culture of the organisation is not good. There is no empathy in the employees. The employees do not consult their immediate leader for any help. They go to Can Sale for help. This creates a very bad work culture and the cooperation and coordination between the workers are not found. Role of organisation to develop the efficiency and effectiveness of the employees The success of the organisation depends on the joint efforts of leaders and the followers of the organisation. The management of Yellow Auto Company should leave the autocratic style of leadership and should adopt transactional and transformational leadership style. Can Sale requires to exhibit himself as a transformational leader and should motivate employees by setting examples. The structure of the organisation should be well defined and the employees need to be communicated their duties and responsibilities(Velsor, McCuley, Ruderman, 2010). The culture of the organisation should be well defined and the leaders and the employees should work together for the successful achievement of goals and objectives of the organisation. Conclusion The success of the organisation depends on the efforts of the leaders and the followers. The change initiatives made by Yellow Auto Company is based on values, social norms the attitudes. These norms and the values affect the behaviour the performance of the employees for a successful change. References Barnett, J. (2015, 11 08). Employee Engagement Effectiveness. Business 09 17, 2017, from https://www.td.org/Publications/Magazines/TD/TD-Archive/2015/11/Employee-Engagement-Effectiveness Brunk, K. (2010). Exploring origins of ethical company/brand perceptionsa consumer perspective of corporate ethics. J Bus Res, 63, 255-262. Drucker, P. (2014). Leadership vs. Management. Retrieved 09 17, 2017, from Diffen.com: https://www.diffen.com/difference/Leadership_vs_Management Gellis, Z. D. (2007). Social work perceptions of transformational and transactional leadership in health care. Social Work Research, vol.25. no. 1, 17-25. Gentile, M. C. (2012). Values-driven leadership development: Where we have been and where we could could go. Organisation management Journal, 188-196. 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