Introduction:
Leading change is the most challenging task which required a lot of efforts and skills to transforming the new system to the right order to achieve the Organization objective. There are many perils and pitfalls of leading change which required high competency and capabilities. In the following lines I’m going to write the analysis and learning points about a case of a young manager who assigned to lead a change in an organization. The main subjects to touch in following lines are explaining the readiness for the job starting stating the reasoning and how should implement the change, reflecting the approach which being used on leading the turnaround process and discussing what could have been done differently, and justifying
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When the level of leadership culture aligns with your business strategy, your performance will be stellar.” (John B. McGuire, Charles J. Palus , William Pasmore, 2009 ,p9). To officials who are over-instructed in management and under-taught in leadership, the thought of getting individuals moving in the same direction seems, by all accounts, to be an organizational issue. What officials need to do, be that as it may, is not arrange individuals however adjust them. Managers organize to make human frameworks that can execute arranges as absolutely and proficiently as possible. Typically, this obliges various strong intricate choices. “An organization must pick a structure of employments and reporting connections, staff it with people suited to the occupations, give preparing to the individuals who need it, impart arrangements to the workforce, and choose the amount of power to delegate and to whom” (Kotter, J. P., 2001, p 13). Monetary motivations likewise need to be developed to perform the arrangement, and also frameworks to screen its implementation. In addition, Motivating and inspiring-keeping having the capacity to create profoundly invigorated conduct is essential for adapting to the inexorable boundaries to change. Leaders almost always have had …show more content…
Change makes vulnerability, focuses on the culture, and cautions the culture keepers—those people who oppose change no matter what. It is the pioneer's obligation to diminish undue weight on the culture brought on by change activities. Case in point, if a pioneer's introduction is outer centered around market or client needs and the association's culture is principally internal or convention situated, a pioneer will confront trouble at the point when endeavoring to realign the association because of outer issues and difficulties. This distinction in introduction outside versus inner can bring about a workforce that neglects to bolster a change activity. Rather, fruitful leaders must figure out how to adjust the change methodology to the culture. It's simpler for an association to adjust to change in the event that it is permitted to do as such through the favored strategy of its culture. It's additionally simpler for a pioneer to change his or her leadership style than it is for the association to adjust unwillingly to a new change process. In the meantime, while culture attendants are important amid periods when support is the standard, existing conditions conduct must be set
There have been countless books, lectures, and and trainings, and retreats constructed around the idea of cultivating leadership in an individual. However, cultivating individuals’ ability to follow great leadership has received far less attention. Who are these people leading if each person within an organization is being trained to be a leader? The word follower has negative connotations, evoking the images of a weak, uncreative, milquetoast personality. However, Jimmy Collins, in his book, “Creative Followership: In the Shadow of Greatness”, suggests that the ability to be led brings as much creativity, consciousness, and indeed leadership to an organization or team as the leader himself. Great followership is a reflection of great leadership. In this, the follower is just as important as the leader in the relationship. Many great leaders have asserted that a leader with even a modicum of understanding of what drives their subordinates can take their organization to previously undreamt-of heights in creativity and productivity. Collins does not disabuse us of this notion, he does however add that the follower is indispensable agent in this interplay between leader and follower.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
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,
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Rosen, R. H. (1997). Learning to lead. In F. Hesselbein, M. Goldsmith & R. Beckhard (Eds.), The Organization of the Future. The Drucker Foundation Future Series (p. 306). New York, NY: Jossey-Bass Inc Schein, E. H. (2010). Organizational culture and leadership. (4th ed., p. 13). San Francisco: Johan Wiley & Sons, Inc.
The third Case Study “Home Depot’s Blueprint for Culture Change” studied Mr. Robert Nardelli’s role as the CEO of Home Depot. He approached management in an autocratic style, which was criticized by many. This paper will take a look at how Mr. Nardelli’s style follows Kotter and Cohen’s model of change.
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 organizations aspiring for growth and continual improvement, relationships are more intricate and alternatives more numerous than the either/or imposition implied by the notion of leaders and followers. Practically no one leads all of the time. Leaders also work as followers; all in all, “everyone uses a portion of their day following and another portion leading” (Galie and Bopst, 2006, p. 11).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
The only way to develop the kind of leaders a changing organization needs is to make leadership a critical criterion for promotion, and then manage people’s careers to develop it.
To become a truly effective leader, one must encapsulate the various behaviors related to the aforementioned course learnings in his/her persona and demonstrate such behaviors daily. This course has allowed me to identify four behaviors that all leaders must portray to be effective. The first of which is that a leader must be inspirational. To do so, a leader must set the appropriate vision and direction for the organization and provide a path to achieving defined goals. Additionally, a leader must induce the proper levels of motivation so that each employee has sufficient incentive to work towards the organization’s goals. As discussed in the class, motivation can be accomplished by factors such as rewarding hard work and providing the correct opportunities to employees. While these are motivating in that employees desire to be fairly compensated and to be doing work they deem valuable, inspiration comes more from organizational culture. A leader will be inspirational by setting a tone that appreciates each employee’s contribution, no matter how small in scale it is. Further, employees are inspired when they work collaboratively in a group setting and can capitalize on individual strengths to drive organizational goals.
Leaders: Strategies for Taking Charge is an organizational management book written by Warren Bennis and Burt Nanus for those who aim to become better leaders. The authors emphasize that having executive positions or being a manager does not automatically make one a leader. A leader is one who inspires his staff, help them find purpose in their work, and effectively implement their plans. They separate the book not quite into chapters on different topics, but rather by four strategies that they have determined are vital for any leader to take on. The strategies are effectively concluded as attention through vision, meaning through communication, trust through positioning, and the deployment of self. A prominent feature of Leaders is the various
It is very common in this day and age to become discontent with where you are at in leadership. One of the reasons for this discontentment can be because influencing all of those around us is not an easy thing to do. If we are to not only stay content, but also excel in leadership we must keep in mind that ninety-nine percent of leadership does not come from the top of any given organization, but the middle. John C. Maxwell, author of The 360-Degree Leader, speaks to us about the principles that leaders can use to bring value and influence to any organization from any level within the organization, enabling them to do, what John C. Maxwell describes as leading up, leading across, and leading down.
In the twenty first century, leaders are required to build a greater impression in which people believe in strategy, trust in management decisions, and trust in their work. Once people believe in management choice, there will be enthusiasm inside an organisation. Such an environment helps the organisation growing or flourish. A doing well leaders create a surroundings in cooperation inside and outside the organisation. (Subir chowdbhury management, 21c financial times prentice hall (2000)
Managers must first evaluate their personal reactions to the organisational change and how they can best accept this change. They must then ascertain the knowledge or training they may need to lead this change in the most successful manner.