Change Catalyst

Articulation of Competency
Change Catalyst
Henry Sanchez
LDRS 595
Dr. Barron
September 29. 2018

CHANGE CATALYST 2
Evidences of knowledge acquisition
As one reflect upon the competency of Change Catalyst, a leader who operates in this com-
petency assist his or her organization and followers to a place of transition and positive change.
A Change Catalyst is aware of his organizations needs, to articulate a plan, and bring change.
According to Majumdar, S., & Mukand, S. (2008) states, “Public perceptions of the leader’s
ability and the general outlook for the prospects of change play an important role in determining
a leader’s actual effectiveness at catalyzing change” (p.3). People in organizations will buy into
change and trust leaders, seeing if the change is effective in meeting the needs of the
organization.
Interpretation of knowledge
Engaging in the leadership program, one can gain a better understanding of how important
a change catalyst in a leadership role plays to bring effective change to the needs and direction of
an organization. As a leaders ones perspective toward the change process can definitely change
as well, seeing it is needed for growth and advancement of an organization. In my LDRS 534
class, one gains more of an understanding and knowledge from the Robert Quinn book, “Deep
Change” which discussed about the choices people or organizations make and the differences
between slow death and deep change. Deep change is about being transformational, risk taking,
CHANGE CATALYST 3
and vulnerable to promote change in critical times as cultures change for the long term
sustainability of in organization. As of the opposite, Slow Death is refusing the option for
change, having no vision, and denying the denial of external criticism regarding change. In one’s
leadership development and experiences there is definitely a need for change catalyst to bring
vision and structure for change.
Furthermore regarding a change catalyst, Adaptive Theory is a leadership theory is where
leaders encourage their organizations or followers to adapt to change during problematic or
challenging times. According to Northouse (2016) explains that, “Adaptive Leadership is a
unique type of leadership that focuses on the dynamic of mobilizing people to address change”
(p. 260). As organizations face challenges and need to improve processes there definitely a need
for adaptive leaders to act as change catalyst to lead people toward positive change. In regards
toward attitudes of change, change in an organizational culture can be difficult. Individuals are
fixated on strong attitudes and assumptions, and attitudes toward work make it difficult for
change (Lakos, A., and Phipps, S. E., 2004).
Application of Knowledge
In the MAiL program, a leader has opportunities to take part and lead change processes in
one’s organization. As an employee at Azusa Pacific University, holding two leadership roles
CHANGE CATALYST 4
where change needed to be implemented to bring change and guide other employees through the
new processes in a department. In my first position at my organization, there was no accurate
description of procedures or organization of custodial procedures. So I met with leadership and
recommended in creating a procedure manual to implement change to the work process and
progress to effectively bring organization and meet the need of the department. I created a work
manual for staff and student employee to go to as a reference point for task procedures. This
custodial work manual is located in Appendix A. Also in my LDRS 534 class, I wrote a paper
recommending change to an organization which is located in Appendix B, our assignment was to
conduct interviews with members or the organization and a conduct OCAI test. After receiving
results, I would make a recommendation to the organization to implement processes for positive
change. As a scholar and student in the MAiL, I have experienced and learned why change is
needed and the importance of a change catalyst.
Creation of New Knowledge
In pursuing growth in the competency of a change catalyst, my leadership development in
MAiL I am able to confront and handle situations of change more effectively within my
organization and my leadership role. According to Bejinaru, R., & Baesu, C. (2013) states, “The
success of change depends on the way the manager cooperates with employees and various
CHANGE CATALYST 5
collaboratives, on the way he stimulates the employees to involve within the change process”
(p.131). An effective leader will have to operate as Change Catalyst in his organization as one
encounters change.
My first goal as I reflect on leadership at this current time, as a leader the goal specifically
would be to develop as a leader who is apart of the solution and guiding people through the
change process. Second goal, within the 3-5 years I would like to be employed in a position
where I am providing effective change and growth to my organization. Currently my a job
position, my leadership role I have been given the opportunity to be creative and bring change to
the work processes and lead a team, but to grow in level of leading people through change and
accomplishing goals would be a great accomplishment. My third goal, my objective in operating
as Change catalyst would be to see and communicate big picture effectively and recognize the
need of my organization and have the ability to connect and guide others as face we seasons of
change.
In conclusion, the Change catalyst is a competency in my leadership development that
would be an effective asset to leadership skill-set as I lead and face change. As an employee in a
leadership role and working with teams to accomplish a goal, I want to be able to move forward
effectively in guiding people in the process of implementing positive change.

CHANGE CATALYST 6
References
Bejinaru, R., & Baesu, C. (2013). Approaches to organizational change within modern
companies. The USV Annals of Economics and Public Administration, 13(1 (17)), 127-134.
Lakos, A., & Phipps, S. E. (2004). Creating a culture of assessment: a catalyst for organizational
change. portal: Libraries and the Academy, 4(3), 345-361.
Quinn, R. E. (2012). The deep change field guide: A personal course to discovering the leader
within (Vol. 392). John Wiley & Sons.
Northouse, P. G. (2015). Leadership: theory and practice. Seventh edition. Los Angeles: SAGE
Publications, Inc.
Majumdar, S., & Mukand, S. (2008). The Leader as Catalyst-On Leadership and the Mechanics
of Institutional Change.
CHANGE CATALYST 7
Appendix A
CUSTODIAL PROCEDURE MANUAL
TABLE OF CONTENT
Work Description Page
1. ROOM CLEANING…………………………………………………………….3
2. DAILY WORK TASK…………………………………………………………4-6
2.1 WEEKLY WORK TASK……………………………………………………....6-7

A. MONDAY, WEDNESDAY, AND FRIDAY WORK TASK…………………..6
B. AFTER CHAPEL…………………………………………………………….6
C. TUESDAY AND THURSDAY (DETAIL WORK TASK)………………….6-7
2.2 CLEANING DURING EVENTS………………………………………………..7-8
2.3 CLEANIN G AFTER EVENTS………………………………………….………..8
1. MONTHLY DETAIL WORK TASK PROCEDURES……………8-11
1. CARPET CLEANING…………………………………………………... 8
2. STRIPPING AND WAXING FLOORS………………………………..….9
3. FLOOR BUFFING………………………………………………….…….9
4. SHOWER CLEANING………………………………………………….10
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5. CLASS CLEANING……………………………………………….…….10
6. HARD TILE FLOOR CLEANING…………………………………...…10
7. AUX. COURT CLEANING……………………………………………..11
8. AUTO SCRUBBER CLEANING………………………………….……11
9. NORTH STORAGE AREA, HARRISON HALLWAY, AND LOCKER ROOM

HALLWAY…………………………………………………… 11
4.1 CHEMICALS AND DEFINITIONS…………………………………………11- 12

4.2 MACHINES AND EQUIPMENT……………………………………………….12
1.1 ROOM CLEANING

CHANGE CATALYST 9
1. Ticket Office
• Dust mop
• Empty trash
• Clean counter tops and tables
• Clean doors
• Wet mop floor
• (Detail)---(a)-floor buffing [twice a month]
1. Green Room
• Dust window ledges and picture frames
• Clean mirrors in the room
• Clean doors
• Clean tables and counter tops
• Empty trash
CHANGE CATALYST 10
• Vacuum
• Clean (restroom) sink, toilet, and mop floor (stock)---paper towels and toilet paper
1. Coaches Locker Rooms (lower south hallway)
• Sweep floor
• Clean doors and patricians
• Clean mirror, sink, and toilet
• Empty trash
• Mop floor
• (stock) --- Hand soap and paper dispensers
• (Detail)---(a)-shower cleaning [twice a month] (b)- floor cleaning (using the floor
machine and grout cleaner)
1. Athletic training room
• Empty trash
CHANGE CATALYST 11
• Vacuum (all carpet areas) and (carpet mats)
• Dusting (window ledges, vents, and counter tops)
• (stock)--- paper and soap dispensers
• Clean tables and countertops
• Wet mop (white tile area and green floor area)
1. Locker room
• Empty trash
• Sweep (toilet and shower area)
• Vacuum carpet area
• Check dispensers and stock fully
• Clean doors and patricians
• ( sink / toilet and shower area)

CHANGE CATALYST 12
• Mop shower and restroom area floor
• (Detail)---(a)-shower cleaning [twice a month] (b) clean particians, walls, and door
(c) carpet cleaning [monthly] (d) floor cleaning (using the floor machine and grout cleaner)
1. Restrooms (4) total (up and down stairs)
• Empty all trash
• Check all dispensers (paper, seat covers, and soap)
• Clean mirrors, sinks, and toilets
• Clean (counter tops and dispensers)
• (Detail)---(a)-cleaning particians (b)-wall and door cleaning (c) vents (d) floor cleaning
(using the floor machine and grout cleaner)
1. VIP Room
• Clean counters, sinks, and tables
• Sweep and mop kitchen floor

CHANGE CATALYST 13
• Vacuum carpet area
• Empty trash (2)- in room area (1)kitchen area
• Check and stock all dispensers (hand soap, toilet paper, and paper towels)
• (Detail)---(a)-carpet cleaning either bonnet cleaning or extraction [twice a month]
(b) glass cleaning [glass panels]
1. Ticket Office
• Empty trash
• Clean counter tops and desk
• Dust mop floor
• Wet mop floor
1.2 DAILY WORK TASK
1. VIP room --- (vacuum and empty trash) set up:_______________

time:_____________________
CHANGE CATALYST 14
2. Ticket Office ----(empty trash / dust mop / wet mop)___________________
3. Green Room---- (vacuum / empty trash / clean restroom)_______________
4. Athletic Training Room----- ( empty trash / vacuum)____________________
5. Locker Rooms ----(sweep “toilet and shower areas” / vacuum / trash / wet mop )
______________
6. Restrooms ----(empty trash / sweep all trash out the floor “by toilet and sink areas” /
check dispensers / restroom cleaning)
7. Trash run---- (whole Event Center) or (Designated

areas):____________________________________
Extra duties: Put work list on my desk check off complete work task
1. Stairwells---( all four stairwells ) –( sweep / pick up piles) ----on the “north” and “south”
side of the Event Center …….(start at the top and dust mop dust to the bottom)
1. Vacuum mats--- (entrance ways / up and downstairs) ---lobby areas/ aux. court/ hall of
champs / lower basketball arena
2. Glass doors--- (up and downstairs)---cleaning all glass doors in lobbies and entrance
ways
3. Fixed seating----(sweep trash off the floor / empty cup holders / gum scrap / spot mop
for spills)--use broom and dust pan to pick up trash / use trash rolling dumpster to carry
CHANGE CATALYST 15
trash.
4. Dust mop--- up and downstairs – (hallways / lobbies / hall of

champs)_____________________________
5. Coaches Locker rooms: ( lower south hallway) --- clean restroom/ trash / sweep / wet
mop )
6. (Clean)---Trash can lids / white double doors / stair railing (up and downstairs)>>>
for these jobs use: red rags and degreaser.
7. Stainless steel cleaning--- (elevators ---exterior and interior) / door handles / water
drinking fountains / corner wall covers) ---- stainless steel cleaner and red rags.
8. Dusting --- window frames / vents / door ways ( up and down stairs )
9. Wooden bleachers--- ( sweep or use blower / sweep up trash / spot mop for spills) -----
( use blower to blow out all trash from under the bleachers)
10. Arena floor and Aux. court --- (dust mop / gum scrap / spot mop for spills) and ( sweep
and mop)—in the corners by trash cans.
11. Wood Paneling in the “Hall of Champions---- (wood cleaner / red rags)
12. Trophy cases in the Hall of Champions---- 1. Dust first 2. Clean with blue rags and
glass cleaner)
CHANGE CATALYST 16
13. Harrison and Locker room hallway--- 1. Dust mop / pick up piles of trash 2. Wet mop
and put up wet floor signs
14. Loading Dock---sweep / pick trash / clean off any spills/ take cardboard to
compactor_______________________________________________
15. VIP Patio Area---- sweep/ pick up trash / straighten out tables and
chairs_____________________________
16. Clean Rolling Trash dumpsters--- 1. Remove all trash laying on the bottom of the
rolling dumpster 2. Spray down with water, degreaser, and scrub clean 3. Rinse out with
water Location: (downstairs) right outside the laundry room there is access to water.
17. Clean “ black plastic trash can liner” --- use the same process as above for # 24
18. Sam Sub’s lobby----- 1. dust mop lobby 2. Wet mop 3. Use wet floor signs
19. North Storage Area ---- cleaning: dust mop storage area / organizing: shelves, carts, and
racks.***********************
20. Aux. Court---1. Empty trash a sweep up trash off the floor 2. Dustmop floor 3. Spot mop
for spills 4. Clean doors and walls 5. (Detail)---autoscrub floor using super shine all
cleaner and 13 inch white soft pads.
21. Exterior Dusting---Outside exterior of the Event Center (glass and door frames) –using
extension pole and and blue attachable applicator
CHANGE CATALYST 17
22. Cleaning Under Bleachers---1. sweep up all (larger pieces of trash 2. Blow out all small
trash with cordless blower to the west end of the arena 3. And lastly spot mop underneath
23. Gum removal---check for gum removal on (arena floor, hallways and lobbies, aux. court,
and fixed seating) using a gum scrapper and gum remover chemical.
24. North storage area---1. dustmop sotrage area 2. Spot mop for spills 3. Organize the
storage area and making sure everything is in the place. 4. Dust off wheels to rolling carts
2.1 WEEKLY JOB TASK

A. Monday, Wednesday, and Friday
2014-til present time (Chapel Service Days 10:25am – 11:20am)
• Room Cleaning (refer to 1.1 for details)
• Restrooms
• Athletic training room
• Locker Rooms
• Trash run
CHANGE CATALYST 18
• After Chapel cleaning ( See below )
• Check (VIP and Green Room) for set up and cleaning
• Aux. court.
• Sam Subs Lobby Area
1. After Chapel Student Worker (work list)
• Lock small glass doors<<<<<<<<
• Pull back and wrap black curtains
• Lock in (all white bars) back into place and close (white doors) up and down stairs
• Collect all (door stops) up and down stairs
• Close garage door (in storage area) on the eastside
• Close all downstairs doors
• Clean glass doors
• Vacuum mats
CHANGE CATALYST 19
• Stairwells
• Fixed seating cleaning
• Dust mop hallways and Lobbies
• Stainless steel cleaning
1. Tuesday and Thursday (More detailed Job Task)
1. Auto scrubbing (Hall of champs, hallways, and lobby areas)
2. Aux. court (dust mop floor, empty trash spot, clean walls and doors) and auto scrub floor
3. Buffing out tile floor areas ( Lobbies and Hallways )
4. Carpet cleaning ( VIP room, Green Room, Athletic Training Room, and Locker rooms)
5. Exterior dusting
6. Fixed Seating (trash, sweep, and spot mop)
7. Glass panels (Upper arena)
8. Scrubbing (restroom) floors with floor machine

CHANGE CATALYST 20
9. Stripping and waxing tile floor areas
10. (VIP and Green Room) -----detail cleaning
11. Shower cleaning
12. Detail cleaning---hand rails, doors, walls, and trash can
2.2 CLEANING DURING EVENT

1. Restrooms : Check every couple of hours
• Duties: sweep and empty trash
• Check Dispensers: Soap / toilet paper / paper towels /seat covers
• PLEASE: check toilets----- if the toilet seats have urine on them, please wipe down the
toilets>using vendicator cleaner and yellow rag.
1. Trash run : Check every hour >>>> please use black rolling dumpster and TIE
TRASH BAGS TIGHLY……
• Upper and lower arena
• Sam Subs
CHANGE CATALYST 21
• Hall of champions
• Lobby areas
• VIP and Green Room
• Ticket Office
1. Fixed Seating: Check every hour, if possible for trash ( there may be a lot people
sitting during this event )
• On the floor
• Empty cup holders
• IF CARRYING TRASH FROM FIXED SEATING TO THE LOADING DOCK: use

rolling dumpster, because the bags leak.
1. Disneyland sweep for big trash : Every hour >>>>>>Make a quick round of the
building (up and downstairs)------use dust pan and broom
• Hall of champs
• Lobby areas
• Hallways
CHANGE CATALYST 22
• In front of fixed seating
1. VIP room and Green Room---if being used
• Empty trash (in the room and restroom)
• Sweep the restroom
1. Locker rooms (if being used) : Empty trash / Sweep (toilet and shower area) / Vacuum
carpet area / Check dispensers and stock fully/ Clean doors and patricians / Clean doors
and patricians
• Coaches Lockers (if being used): clean restroom, empty trash, stock dispensers, , sweep,
and mop.
(LAST SHIFT WORKERS AFTER EVENT): Must Do: 1. Clean restrooms 2. Trash run
3. Fixed Seating 4. Check rooms 5. Lock up building
2.3 AFTER EVENT CLEANING

1. VIP room Green Room (if being used) : trash, vacuum, and check restroom area
2. (4-RESTROOMS): sweep, trash, check sink and toilet areas for cleaning, and stock
dispensers
CHANGE CATALYST 23
3. Coaches Locker Rooms: clean restroom, empty trash, stock dispensers, , sweep, and
mop.
4. Trash Run: Whole Event Center
5. Dust mop: lobbies and hallways
6. Fixed Seating: check for trash and empty cup holders
7. Ticket office: Empty waste baskets
8. Lock and Secure Building
9. Turn off lights
3.1 MONTHLY DETAIL JOB TASK (scheduled detail jobs)

1. CARPET CLEANING
Carpet Cleaning (Areas: VIP Room, Green Room, Training Room, and Locker Rooms)
Two different procedures for carpet cleaning:
1. Bonnet Cleaning: Which cleans the top surface of the carpet for stains and marks.
• Equipment Needed: Floor machine, Wet Floor Signs, Pump Sprayer, and Circular
Clothe Bonneting pad.
• Chemical: Deep Action Carpet Cleaner (For Bonneting carpet only) ---READ: the
chemical label for proper dilution usage of chemical and water.
CHANGE CATALYST 24
• Procedure: 1. Vacuum carpet area 2. Place Wet Floor Sign 3. Pre-spray carpet area with
chemical generously 4. Place the bonneting pad on the floor and center the pad under the
pad holder on the floor machine 5. Run the pad over the pre-sprayed carpeting using an
overlapping, circular motion. 6. Allow the carpet area to thoroughly dry before replacing
furniture and opening to traffic.
1. Carpet Extraction: carpet cleaning for both top surface and deep cleaning of the carpet.
(Renovation of extremely dirty carpet)
• Equipment needed: Carpet Extractor and Wet floor signs
• Chemical: HD Extraction Cleaner (for extracting carpet only) --- READ: the chemical
labels for proper dilution usage of chemical and water.
• Procedure: 1. Vacuum carpet area 2. Place Wet Floor Sign 3. Adding hot water is
preferred 4. Pre-spray badly soiled areas, high traffic areas and allow 3-5 minutes of
contact time to loosen soils 5. Begin to extract carpet 6. Allow the carpet area to
thoroughly dry before replacing furniture and opening to traffic.
2. STRIPPING AND WAXING

(Areas: Hallways and Lobbies)----Tile Floors
1. Step #1 – Stripping floor
• Equipment needed: Auto scrubber model: ADFINITY™ X20R REV ,brown (3M-SSP
Pad), black pad 17 inch, Floor machine, Pump sprayer, Mop Bucket, Mop, Wet floor
CHANGE CATALYST 25
signs, Caution tape and signs for traffic.
• Chemical: Top Clean or Super-All cleaners --- for auto scrubber and pump sprayer. ---
READ: the chemical labels for proper dilution usage of chemical and water.
• Procedure: 1. Dust mop floor area and corner thoroughly 1. Spray with pump sprayer all
floor edges, corners, and allow 2-3 minutes before scrubbing with floor machine and 17
inch. Black pad. 2. Mop up with clean water all residues from along floor edges and
corners 3. Now using auto scrubber and (Brown 3M-SSP Pad 20 inch) scrub the open
floor area, see that the floor edges and corners have been finished first (note: this machine
pours out solution, strips floor, and vacuums all residues at the same time) READ or
RECEIVE training on operating ADFINITY™ X20R REV before using.
1. Step#2 – Waxing Floor
• Equipment needed: Wax Applicator (Scotchgard 3M wax applicator), wax applicator

floor pad, and wet floor signs.
• Chemical: Endeavour Floor Wax --- READ: the chemical labels for proper dilution
usage of chemical and water.
• Procedure: 1. Make sure floor is clean of all residues 2. Wet floor signs are in place 3.
Attach waxing pad to applicator 4. Pour wax into applicator container pouch 5. Begin to
apply wax evenly with the wax applicator: first waxing the floor edges and secondly
proceeding to the middle of the floor in side to side motion.--- READ or RECEIVE
CHANGE CATALYST 26
training on operating Scotchgard 3M wax applicator before using.
1. FLOOR BUFFING (POLISHING)
• Equipment needed: High speed buffing machine “Minuteman” 750-1500 RPM, spray
bottle, and 17 inch soft white buffing pad or beige pad.
• Chemical: Restorer –High gloss restorer ---- READ: the chemical labels for proper
chemical use.
• Procedure: 1. Dust mop the floor area and remove all gum 2. Apply chemical (Hillyard
Restorer) with the spray bottle onto the floor area 3. Buff out floor immediately in a front
to back motion.
1. SHOWER CLEANING
(Areas: Green Room, Coaches Locker Rooms, and Athletic Locker rooms)
• Equipment needed: gloves, wash bucket, sponges, and scrub brush
• Chemical: Fresh and Clean (for cleaning wash basins, chrome fixtures, and bath tubs or
showers)--- READ: the chemical labels for proper dilution usage of chemical and water.
• Procedure: 1. Pour water and chemical in a wash bucket 2. Rinse the shower walls with
water 3.With a sponge apply the chemical and water to the walls, fixtures, floor, and
CHANGE CATALYST 27
allow 3-5 minute contact time 4. Scrub shower area with scrub brush 5. Rinse off the
walls and floor with clean water 6. Allow time to dry before using.
1. GLASS CLEANING
1. Exterior and Interior Glass Doors and Windows
• Equipment needed: gloves, wash bucket, sponges, squeegee and extension pole
• Chemical: Windo-clean: Professional glass strength cleaner--- READ: the chemical

labels for proper dilution usage of chemical and water.
• Procedure: 1. Dust off cob webs from the glass if any 2. Apply the mixed window
cleaner and water to glass with sponge 3. Scrub with sponge 4. Remove the wetness with
a squeegee 4. Dry off access water from the window or door frames.
1. HARD TILE FLOOR CLEANING
• Equipment needed: 1. Wet floor signs 2. Mop bucket and mop 3. Floor machine 4.
17inch grout scrub brush 5. Wet vacuum
• Chemical: “Maintex”—Grout Brightner or SM-1 degreaser

CHANGE CATALYST 28
• Procedure: 1. Sweep and remove all trash and dirt from the floor 2. Sweep thoroughly 3.
Apply chemical mixed with water to the floor with mop (Let chemical sit on the floor for
3to5 minutes) 4. Scub the floor with floor machine and scrub brush. 5. Mop up all wet
residue or vacuum with wet vacuum.
1. AUX. COURT CLEANING
• Equipement needed: 1.dust mop 2. Broom and dustpan 3.
• Chemical: 1. SM-1 degreaser (walls and doors) 2. Super Shine-all (mopping or

autoscrubbing)
• Procedure: 1. Pick up all trash and plastics water bottles 2. Dustmop the whole aux.
court 3. Check walls and doors for cleaning 4. Spot mop or auto scrub floor.
1. AUTO SCRUBBING
1. Hall of Champions (Auto scrub)
• Equipment needed: 1. Dust mop 2. Dust pan and broom 3. Auto scrubber
(Model:________________)
• Chemical: 1. Super Shine-all 2. Top Clean (can be used also)
• Procedure: 1. Dust mop Hall of Champions Area 2. Pick up dust or trash piles with dust
pan and broom 3. Fill auto scrubber with chemical and water in the front top
CHANGE CATALYST 29
compartment. 4. Begin auto scrubbing ( lower front pad holder and lower vacuum blade)
1. North Storage, Harrison Hallway, and Locker room hallway
1. Dust mop floor
2. Sweep up piles
3. Auto scrub floor
4. Organized storage area
4.1CHEMICALS AND DEFINITIONS as of (10/21/2014)

Top Clean: Used for floor moping
Super Shine All: Use for wood floor moping
Vindicator: (disinfectant) Used for restroom cleaning
Windo-clean: Used for glass surfaces and mirrors
SM-1: degreaser cleaner
Fresh and Clean: Toilet bowl cleaner
Grout Brightener: Tile Floor Grout Cleaner
Deep Clean: Carpet Bonneting Solution
HD-Extraction: Carpet Extraction Solution
Liquid Enzymes: Drain Deorderizer
Devastator: Floor Stripping Solution
Endeavor: Floor waxing Solution (FLOOR WAX)
CHANGE CATALYST 30
Sta-Brite (Maintex): Stainless Steel Cleaner

Liquid Gum-Go: Used for Gum removal on carpets and floor surfaces
Lemon Oil (Maintex): Wood Surface Polish and Protectant
Winter Fresh: Spray Air Freshener
4.2 MACHINES AND EQUIPMENT

(2) Auto Scrubbers: 1. ADFINITY™ X20R REV 2.MAX 26—Coverta advanced
(2) Floor Fans
(1) Extractor
(1) Grout Floor Scrubber
(1) 17 inch. Floor Machine
(2) Backpack Vacuums 1.CORDLESS 2. WITH CORD (PROTEAM)
(3) Stand up vacuums
(1) speed buffer
(1) Pressure washer
(1) Wet Vacuum
(1) C-3 restroom cleaning machine
(1) Spray Pump (WHITE)
(1) Scotchgard 3M---Wax Applicator
(3) mop buckets
Procedures provided by : Henry Sanchez

Appendix B
CHANGE CATALYST 31
CHANGE CATALYST 32
HENRY SANCHEZ
6/14/2015
AZUSA PACIFIC UNIVERSITY
PROFESSOR: RITZAU
LDRS 534
Summary of the Organizational Culture

CHANGE CATALYST 33
As I analyze the culture of Freedom University which is a non-profit Christian organization, I
conducted interviews and a OCAI instrument test by selecting employees from my organization
to participate in the testing. As I calculated the OCAI testing results and are available to the
Freedom University leadership of the current organizational culture and preferred organization in
the future. The results from the OCAI testing report provided the organization with the
recommendations to bring a positive change which would be beneficial to the organization in
meeting their educational goals, serving their university community, customer satisfaction, and
becoming innovative and efficient in the 21st century
Analysis of Organizational Current Culture Type
According to the OCAI instrument test results from all three employees, the current culture
of Freedom University is a Clan culture which is a close knit and family oriented culture.
Regarding Clan Culture, Cameron & Quinn (2011) note, “Shared values and goals, cohesion,
participative-ness, individuality, and a sense of “we-ness” permeated the Clan-type firms”(p.46).
The Freedom University has a true concern for their employees and building close relationships
is vital in building a cohesiveness in achieving it’s mission to putting God first in providing high
education standard for their students and employees, effective leadership in their staff and
faculty, and providing excellent customer service at all levels of their organization. Freedom
University provides their employees with the resources to assure best interest and wellness of
their employees by providing the insurance benefits, health and dental insurance, educational
opportunities, and job training opportunities for growth in the organization.

CHANGE CATALYST 34
According to the OCAI test results, there three other cultures that exist in a smaller margin at
Freedom University. The First culture type identified is hierarchy culture which is structured
organization and provides policies and and procedures for employees to assure all operations
being efficient and running smoothly. According to Cameron & Quinn (2011) states, “The long-
term concerns of the organization are stability, predictability, and efficiency. Formal rules and
policies hold the organization together”(p. 42). As I evaluated the culture of Freedom University
it possesses a structured leadership at all department levels who set policies for the everyday
operations of University. And the other two existing culture types are the Adhocracy Culture and
Market Culture which play an important factor in how the organization functions.
Figure 1: The OCAI results of the current culture of Freedom University
Employee 1 Employee 2 Employee 3
Figure 2: The OCAI results of the preferred culture of Freedom University
Analysis of the Preferred Organizational Culture
As I reviewed the results of the OCAI instrument test of three employee participants,
although the organization is dominantly clan culture the preferred culture is growing more
toward a adhocracy culture as the university faces the new technologies and advancements of the
21st century. As shown in (Figure 2) Freedom University is strongly being influenced by a
adhocracy culture, while remaining clan culture. Cameron & Quinn (2011) states, “It is an
organizational form that is most responsive to the hyper turbulent, ever-accelerating conditions
that increasingly typify the organizational world of the twenty century”(p. 49). Currently
Freedom University is undergoing strategic changes in their educational structure, leadership,

CHANGE CATALYST 35
operations, and departments which allows their organization to respond and meet the challenges
of the 21st century in strengthening their educational goals and developing new products and
services for the future.
It is recommended that the organization begins to implement training and programs that
would assist the combined culture shift from the dominate clan culture and increasing adhocracy
culture while strengthening the market and hierarchy cultures which are a necessity in the
organization. Increasing adhocracy culture, Freedom University will be positioned to become
innovative and efficient for the 21st Century, while maintaining the Clan culture which provides
cohesiveness and closeness in the organization.
Steps for Changing the Culture
Maintaining (Clan) Culture
I would recommend Freedom University to implement programs and community training that
will meet the needs of employees, encouraging teamwork collaboration, customer service and
create an environment that would promote efficient communication and trust, especially among
department leaders to efficiently meet the educational and operational goals of the organization. I
would also recommend stabilizing the gathering of community and valuing of employees to
express genuine care and develop cohesiveness within Freedom University. This would continue
stabilize the clan culture of family oriented and close knit culture.
Increasing a (Adhocracy) Culture
I would recommended that Freedom University begin to implement changes that would allow
their leadership and employees to be challenged to take risk by bringing forth ideas and input
that would assist the organization in achieving it’s goals and mission. They should strive to
create an environment that encourages excellence and cutting edge mentality with a focus on
CHANGE CATALYST 36
creating dynamic programs that would be beneficial for our employees and customers. This will
be beneficial in increasing the participation of university community and bring about new ideas,
suggestions to develop programs, resources, and processes that would benefit the organization.
As the outcome, this would increase the promoting of quality programs to service our students,
employees, and customers will help stabilize Freedom University.
Stabilizing the Hierarchy of the Culture
It is recommended the Freedom University Presidential board and leadership review
and set into motion the rules, policies, and procedures that would the organization’s
mission in producing products and service for our customers. To assure success that there
is clear communication and decision making in maintaining an efficient and smooth
running organization within Freedom. Also, that the policies and procedures and clearly
communicated to all staff and faculty at all department levels reaffirm the mission and
direction educational goals and future direction of the organization.
Stabilizing the Market Culture
The focus Freedom University should remain on accomplishing the organization’s
mission by offering high quality educational programs for our student body and services for
customers. The marketing culture plays an important role with the variety of services the
University offers not only to students, but as well the outside community. The University offers
an on campus bookstore, eateries, print shop, coffee shop, and the financial handing for the
educational programs. And our financial officer and key personnel should not lose sight of
budget, and marketing of the organization.
Freedom University and the Future

CHANGE CATALYST 37
In order to develop a plan to securing the future of Freedom University one of the theories I
would utilize as a leader of change would be Kotter’s eight stage change process. Those steps in
the change process are establishing a sense of urgency, creating a guiding coalition, developing a
vision and strategy, communicating the change vision and strategy, communicating the change
vision, empowering employees for broad based action, generating short-term wins, consolidating
gains and producing more change, and anchoring new approaches in the culture. These steps are
instrumental in establishing the changes in future of Freedom University and stabilizing the
culture of organization.
The first step is establishing a sense of urgency. Regarding Urgency and change, Kotter
(1996) states, “ with urgency low, it’s difficult to put together a group with enough power and
credibility to guide the effort or to convince key individuals to spend the time necessary to create
and communicate a change vision”(p. 36). In order to accomplish change in employees and the
culture the urgency for change must be communicates to all level of the organization. In the case
Freedom University the culture is changing and changes must take place to experience growth
and be productive in the 21st century.
In conclusion my analysis of the organizational culture is incomplete and needs further
research, scholarly references, supportive information regarding the Kotter’s change theory, my
leadership approach, and my strategy for future change. I do recognized the culture shifts in
Freedom University and importance for change to accomplish the goals and mission of the
organization in providing quality and innovative services and products in the 21st century
society.
Appendix
CHANGE CATALYST 38
1. Dominant Characteristics Now Preferred

The organization is a very personal place. It is like an extended family. 75 35
A
People seem to share a lot of themselves.
The organization is a very dynamic entrepreneurial place. People are 5 45
B
willing to stick their necks out and take risks.
C The organization is very results oriented. A major concern is with getting 10 20

the job done. People are very competitive and achievement oriented.
The organization is a very controlled and structured place. Formal 10 10

D
procedures generally govern what people do.
Total 100 100
2. Organizational Leadership Now Preferred

The leadership in the organization is generally considered to exemplify 60 35
A
mentoring, facilitating, or nurturing.
B
entrepreneurship, innovating, or risk taking.
The leadership in the organization is generally considered to exemplify a 20 15
C
no-nonsense, aggressive, results-oriented focus.
D
coordinating, organizing, or smooth-running efficiency.
Total 100 100
3. Management of Employees Now Preferred

The management style in the organization is characterized by teamwork, 30 50
A
consensus, and participation.
The management style in the organization is characterized by individual 10 20
B
risk-taking, innovation, freedom, and uniqueness.
The management style in the organization is characterized by hard- 25 15
C
driving competitiveness, high demands, and achievement.
D The management style in the organization is characterized by security of 35 15

employment, conformity, predictability, and stability in relationships.
Total 100 100

Employee #1 Organizational Culture Assessment
CHANGE CATALYST 39
4. Organization Glue Now Preferred

The glue that holds the organization together is loyalty and mutual trust. 40 50
A
Commitment to this organization runs high.
The glue that holds the organization together is commitment to 10 20
B
innovation and development. There is an emphasis on being on the
cutting edge.
The glue that holds the organization together is the emphasis on 10 10
C
achievement and goal accomplishment. Aggressiveness and winning
are common themes.
The glue that holds the organization together is formal rules and policies. 40 30
D
Maintaining a smooth-running organization is important.
Total 100 100
5. Strategic Emphases Now Preferred

The organization emphasizes human development. High trust, 35 40
A
openness, and participation persist.
The organization emphasizes acquiring new resources and creating new 15 25
B
challenges. Trying new things and prospecting for opportunities are
valued.
The organization emphasizes competitive actions and achievement. 10 10

C
Hitting stretch targets and winning in the marketplace are dominant.
The organization emphasizes permanence and stability. Efficiency, 40 25

D
control and smooth operations are important.
Total 100 100
6. Criteria of Success Now Preferred

The organization defines success on the basis of the development of 35 45
A
human resources, teamwork, employee commitment, and concern for
people.
The organization defines success on the basis of having the most unique 15 15
B
or newest products. It is a product leader and innovator.
The organization defines success on the basis of winning in the 20 20
C
marketplace and outpacing the competition. Competitive market
leadership is key.
D The organization defines success on the basis of efficiency. Dependable 40 30

delivery, smooth scheduling and low-cost production are critical.
Total 100 100

CHANGE CATALYST 40
Employee #2
A
B


D
Total 100 100

A
B
C
D
Total 100 100

A
B
C

Total 100 100

CHANGE CATALYST 41
A
B
cutting edge.
C
are common themes.
D
Total 100 100

A
B
valued.

C

D
Total 100 100

A
people.
B
C
leadership is key.

Total 100 100

CHANGE CATALYST 42
Employees # 3
A
B


D
Total 100 100

A
B
C
D
Total 100 100

A
B
C

Total 100 100

CHANGE CATALYST 43
A
B
cutting edge.
C
are common themes.
D
Total 100 100

A
B
valued.

C

D
Total 100 100

A
people.
B
C
leadership is key.

Total 100 100

CHANGE CATALYST 44
References
Cameron, K., & Quinn, R. (2011). Diagnosing and changing organizational culture: Based on the
competing values framework: 3rd ed. San Francisco, CA: Jossey-Bass.
Kotter, J. (2012). Leading change. Boston: Harvard Business Review Press.

CHANGE CATALYST 45

Change Catalyst

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Change Catalyst

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Articulation of Competency

September 29. 2018

Evidences of knowledge acquisition

vision and structure for change.

Furthermore regarding a change catalyst, Adaptive Theory is a leadership theory is where

leaders encourage their organizations or followers to adapt to change during problematic or

challenging times. According to Northouse (2016) explains that, “Adaptive Leadership is a

change (Lakos, A., and Phipps, S. E., 2004).

new processes in a department. In my first position at my organization, there was no accurate

description of procedures or organization of custodial procedures. So I met with leadership and

recommending change to an organization which is located in Appendix B, our assignment was to

needed and the importance of a change catalyst.

Creation of New Knowledge

In pursuing growth in the competency of a change catalyst, my leadership development in

where I am providing effective change and growth to my organization. Currently my a job

accomplishing goals would be a great accomplishment. My third goal, my objective in operating

In conclusion, the Change catalyst is a competency in my leadership development that

effectively in guiding people in the process of implementing positive change.

change. portal: Libraries and the Academy, 4(3), 345-361.

within (Vol. 392). John Wiley & Sons.

CUSTODIAL PROCEDURE MANUAL

2. DAILY WORK TASK…………………………………………………………4-6

2.1 WEEKLY WORK TASK……………………………………………………....6-7

2. STRIPPING AND WAXING FLOORS………………………………..….9

6. HARD TILE FLOOR CLEANING…………………………………...…10

7. AUX. COURT CLEANING……………………………………………..11

8. AUTO SCRUBBER CLEANING………………………………….……11

9. NORTH STORAGE AREA, HARRISON HALLWAY, AND LOCKER ROOM

4.1 CHEMICALS AND DEFINITIONS…………………………………………11- 12

1.1 ROOM CLEANING

• Clean counter tops and tables

• Wet mop floor

• (Detail)---(a)-floor buffing [twice a month]

• Dust window ledges and picture frames

• Clean mirrors in the room

• Clean tables and counter tops

1. Coaches Locker Rooms (lower south hallway)

• Clean doors and patricians

• Clean mirror, sink, and toilet

• (stock) --- Hand soap and paper dispensers

1. Athletic training room

• Vacuum (all carpet areas) and (carpet mats)

• Dusting (window ledges, vents, and counter tops)

• (stock)--- paper and soap dispensers

• Clean tables and countertops

• Wet mop (white tile area and green floor area)

• Sweep (toilet and shower area)

• Vacuum carpet area

• Check dispensers and stock fully

• Clean doors and patricians

• ( sink / toilet and shower area)

• Mop shower and restroom area floor

1. Restrooms (4) total (up and down stairs)

• Empty all trash

• Check all dispensers (paper, seat covers, and soap)

• Clean mirrors, sinks, and toilets

• Clean (counter tops and dispensers)

• Clean counters, sinks, and tables

• Sweep and mop kitchen floor

• Vacuum carpet area

• Empty trash (2)- in room area (1)kitchen area

• (Detail)---(a)-carpet cleaning either bonnet cleaning or extraction [twice a month]

(b) glass cleaning [glass panels]