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Leadership Theories & Approaches (i.e. Transformational Leadership)
Leadership Theories & Approaches (i.e. Transformational Leadership)
Strengths and weaknesses of a transformational leader
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Managing transformational at National Computer Operations is an article discussing the dilemmas faced when a company is forced to implement changes within a two year timeframe in order to compete with other emerging computer technology companies. NCO’s Managing Director Gar Finvold, decided to review NCO’s market position and to look for improvement opportunities that change implementation enhancements would ensure that NCO would emerge and maintain their position as the leading computer support services firm.
According Spector (2013), Finvold noted that there were four areas where the functions or technical activities would benefit from a change in organizational design.
• Cultural Climate – The climate needs to move from an environment of indifference to customers’ needs. Also, because NCO monopolized the computer technology market and customers paid excessively for services. Employees lacked the motivation to meet customer demands. Therefore, it was noted that the environment needed to move from one of one indifference to one of meeting their customers’ needs. The environment will switch focus to working directly with customers’; allowing questions, feedback and customers will become part of the implementation team.
• High Costs – In this particular it was noted that there was no policy or controls in place to control the excessive budgets of each department. With the decision by the Chairman of the National Banking Group to switch NCO to a profit center (Spector, 2013). Finvold, determined that cost-cutting measures were needed to control the center’s budgets and implementing procedures that all are to be approved by the CFO of NCO. Also, all departments must adhere to their set individual budgets.
• Customer Needs/Per...
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...Bank’s Chairman set-forth guidelines to be met for the new focus of the division. Part of the plan involves reaching out to employees and steering new behaviors towards the new visions is clearly a good way towards opening the lines of communication between staff and customers. Also, rewarding employees fairly and equitably will help aid NOC in their redesign efforts. As outlined throughout the paper NCO has their work cut-out for them, but the plan highlights on the major areas that need revamping.
References
Spector, B. (2013). Implementing organizational change: theory into practice. (3rd ed.). Upper Saddle River, NJ
Grimsley, S. (2014). Organizational divisional structure: advantages, disadvantages and example. Education portal. Retrieved from http://education-portal.com/academy/lesson/organizational-divisional-structure-advantages-disadvantages-example.html
...t, and corporate values (Baker College, 2016). It is also critical to understand that strategic plans are not “one time” events. Changes in the economy and market require management to re-evaluate the strategic plan of the organization to ensure the plan is effective and will meet the objectives that have been set (Baker College, 2016). Credit unions and their managers must understand that sales revenue depends on the demand for its products and services. It is crucial that credit union continue to evolve and remain competitive in the financial services industry to continue to grow. Jim Marous, Partner at the The Financial Brand and Publisher of the Digital Banking Report states, “Organizations are responding by making significant investments in core systems replacement, digital channels and data analytics to ensure their ongoing competitiveness” (Marous, 2014).
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Organizations have been experiencing change, planned and unplanned, as long as organizations have existed. The example Burke (2014) uses of Moses is a perfect example of the need for organizational change. Studying how organization change occurs, however, is relatively new. Since the late 1800s many organizational change studies have been completed, including: Scientific Management, Industrial Psychology, Sensitivity Training, The Hawthorne Studies, and Survey Feedback. Learning about and understanding these studies help leaders to understand how organizational change occurs and those things that influence the success and failure of organizational change.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
Restricted view of organization among employees Inexact measurement of performance Narrow training for potential managers 2. Divisional structure is a type of departmentalization in which positions are grouped according to similarity of products, services, or markets. With the divisional structure, each division contains the major functional resources it needs to pursue its own goals with little or no reliance on other divisions.
When organizational change proves necessary, all people at all levels of the organization should address change as a “how,” “what,” and “why” problem in order for the change to be sustained over time.
Culture, as well as climate, provides the leaders and the followers a context in which they interact. In turn, both culture and climate a positive organizational environment enabling members to feel better about themselves, have stronger commitments, and produce better work. In addition, culture and climate can affect the organization mission accomplishment either positively or negatively based on its members shared attitudes. In both cases, members’ shared attitude plays a critical part in the motivation and commitment level throughout the organization. Additionally, culture and climate can provide an environme...
It is said that people are the greatest assets to an organization and it is their beliefs, customs, perspectives, attitudes, and values that constitute to the culture that prevails in an organization. Culture, a very common word in today’s world, plays a very vital role in organizations and it not only affects an employee’s professional development but also their personal harmony. Culture gives a sense of belonging to people, a sense of who they are and how productive they are at their work place. It helps in interacting with each other at a work place.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The idea of change is the most constant factor in business today and organisational change therefore plays a crucial role in this highly dynamic environment. It is defined as a company that is going through a transformation and is in a progressive step towards improving their existing capabilities. Organisational change is important as managers need to continue to commit and deliver today but must also think of changes that lie ahead tomorrow. This is a difficult task because management systems are design, and people are rewarded for stability. These two main factors will be discussed with reasons as to why organisational change is necessary for survival, but on the other hand why it is difficult to accomplish.
...ess of the organizations inclination to change; the staffs skills and competency; magnitude of revolution capability and decision-making strategy. This change must be pertinent to the organizations objectives and to its members; opportunities for the members of the organization to make informed and prudent choices for a prudent decision-making.
Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.