Organisational Leadership and Performance - Coursework Example

Topic: Organization leadership and performance Name: Lecturer: Course name: Course code: Date Q) Recent changes that occurred in an organization and how to manage such changes. In a recent economy, organizations have been facing major challenges associated with globalization, effect of environmental changes as well as the change of culture. This has brought about management giving thought for a change in order to remain in the competitive market with knowledge-based business. Changes can be classified into two .that is the internal and external changes affecting the organization performance. Internal changes These are changes relating to internal restructuring of the organization in order to attain a desired leadership style as well as attaining its goal. These changes are predicted and initiated from within the organization and therefore they are within the control f the managements. Some of the factors leading to internal changes are: (Shamir, 2007) A) Functional changes. This are changes within the organization that will aid in achieving the desired organization structure. For example, altering the vertical or horizontal organization inside a firm such that there would a transformation in procedure, altering the approach in which people are controlled as a group or changing the current relation and manner in which department relate with other section. Altering the organization structure would lead to improved communication and cooperation among the staff members of the organization. The effect is that there would be high turn over to the company since each and every staff members knows what is expected of him and thus they will work hard to ensure that the goals set in every department and at individual level is achieved within the stipulated time. Vertical communication would enable the director to interact with the lower level staff members and get to know how they work and any problem they encounter. This is important because a director will act on the issue at hand immediately and during the change process, the manager will be able to understand the minds of the staff in relation to change. This will help the manager to fix an issue and involve those staff members who seems to be influential among the staff members and thus the formal communication will be deemed complex during the transition progression because an issue is reported to responsible unit. This would take long before a manager react on it and the staff at the lower will have created resistance to change before a manager tries to convince them. (Scott, 2005) B) Changes to organizational culture Culture is a manner of existence of a group of individuals concerning the attitude, morals and symbols which they acknowledge devoid of giving a thought and are passed across by way of contact and replication from age group to the subsequent. One way of bringing changes to the organization is by way of changing the morals of individuals, the norms and the conduct and conveying in an innovative approach to doing things in an organization As a learning manager, one ought to asses the current culture in the working environment and considers whether it yield satisfaction in the manner in which employees react in achieving the desired end results. if the current culture is unsatisfactory, the manager need to introduce the change gradually without creating fear or anxiety amongst the existing staff members. External changes These are factors beyond management control that would lead to changes in the organization. They are a factor which occurs globally that management need to incorporate them into the organization so as to cope up with the competitive market. Some of the external factors affecting business operation include A).Globalization This is affected by emergences of latest technologies and its aptitude to influence change in the manner in which trade is being conducted because of fastest method of communication and latest mode of transport that reduces the transportation coat accompanied with elastic mode of organization which can trade globally as well use of mobiles. Globalization will hence lead to change in leadership style, organization structure as well as mode of production which will call for incorporation of the same in the organization in order to exist in the competitive market. In order to exist in an aggressive market in the middle of fast external or internal changes, an organization ought to have in place flexible and adjustable plans to enable them to pay attention to workers at every echelon of the organization. A good manager would be keen to act on these changes in a manner that the workers will not resist or the changes implemented would not lead to loss or inconveniences. Therefore, in order to successfully initiate change, a manager need to considers some factors and the manner in which they are going to be included in the organization without creating anxiety or fear because this will lead to resistance for change by the staffs of the company. various aspect a manager needs to uphold for a successful transformation are: (Linda Ackerman Anderson, 2010) A). plan for the change It is important to a have a strategy for change so as to guarantee that change is determined in a controlled and established approach and to ensure that the change process is not disrupted. The staffs of the organization need to be informed candidly of the consequence change will bring in so that they too can plan for such changes. As a leader, one ought to center on accomplishment. This can be attained by ensuring that strategies for every segment is clearly developed and understood. Some of the major aspect that needs to be taken care of at the stages in each segment is. The people A good communication skill would reduce misunderstanding and improves on cooperation among leaders and staff members. Therefore a manager should have good communication skills and ensure that the employees of the companies understanding the intention of change. Involving them in the plan fro the changes as well as updating on the need for change are factors that would lead to smooth transition of organization structure, policy and operations. The resource A good change strategy should have all the necessary resource required for change in order to ensure even changeover. This would lead to acceptances of changes by employees’ as well as the organization itself because it will not be strained up financially and thus its operation will run normally while transition is taking place. It is prudent to satisfy that the necessary resource for change is already available before the process is initiated because poor planning would lead to project failure and hence a loss to the company will be incurred leading to lack of goodwill from the staff of the company on the change progression and on manager as well. (Shamir, 2007) Being on trail Good strategies would ensure that a frequent review is made as the progression continues. This will help in identifying the areas where improvement needs to be made as well as checking whether the change is compatible with it existing organization policy and producers and whether it can be adopted fully or partially. Being on trail would reduce effect of spending too much on the project hence frequent review aids in minimizing unnecessary cost to the company as well as ensuring that the project is fully accepted at every stages of development. B). unfreezing the status quo In order to mitigate resistance to change by staff members of the company, the manager need to persuade the employees of the need for change in the organization by providing some proof that old approach is no longer of any importance if the organization is to exists into foreseeable future. The manager should take a dynamic responsibility in communicating the need for change to employees of the company while creating a harmony for the change among the existing staff members. The executive should refreeze the status quo by ensuring that the intended change is implemented and ensuring that the fresh approach of doing things is appropriately instituted. Care should be taken on consequences of restraining force by reducing the fear of failure in the change strategy. This can be done by providing incentives so that staffs are pessimistic towards change. This would lead to successful implementation of change into the organization. C).Leadership in action A good leader should be able to pay more attention to change strategy in order to be fully achieved, he should not inflict change on others but be tolerant and determined while evaluating the strategies for change. Also counseling and supporting others while continuously conversing to staff the need for change, strategies and visualization for change would yield a smooth transition since the staff will hence have a positive mind towards change as they feel they are involved in the transition process hence reducing resistance to change. The manager should be ready for resistance to changes; he should point out areas where there will be a significant resistance as well as being attentive for gossip concerning the change and involving them in the plan. (Harvard Business School Press , 2005) D).Globalization. Some of the factors that have been brought about by globalization and affect the organization structure are the demographic style, physical environment and technology. All this factors will bring about change in the way organization is running and as manager changes must be considered and the way the team act with regard to these changes. The methods of instituting effect of globalization on organization in order to remain competitive in the knowledge- based business by managers’ are as follows Forming A manager should practice the leadership skills of directing, controlling and supervising as well as creating sense of improved goals for the group. This leadership skills will enable him to ensure that the desired end results of the project change is clearly understood by every member of the group. Some assessment should be made using certain critics to judge acceptance of the project this will enable manager to gauge whether the groups are doing what is expected of them and that project is still on trail. (Scott, 2005) Also measuring the project performance enables manager to make necessary correction at early stages of project development process in order to get rid of complexity and unnecessary cost at the completion stage. Connection is considered as a key tool to creating a coherent objective on the change strategy and hence this should be adopted by the manager at this stage. The manager is supposed to maintain a close working relationship with its team members in order to guarantee successful changes. forming is a stages where care need to be taken because the staffs members and group work need to clearly figure out the need for change and thus the manager is required to use all the necessary leadership skills as well creating a good relation among the staff members so that they can feel as being part of the project initiation for change. This would lead to smooth transition. Storming At this phase, the changes turn out to be abruptly authentic to the team members. Therefore the manager should have proper communication skills still. He will require strengthening the dream as well as centering the team on their responsibilities this will hence make the group members to have positive attitude towards change as well as ensuring that the manager is up to date on the change process. The manger is suppose top draw and analyses the area where they encounter difficulties, and think as a team on the way forward to circumvent. This is mostly considered as the difficult stage but again performing delegation to team members and giving them the responsibilities to be accomplished would lead to success on the project. (Drechsler, 2011)) Conforming The manager will be required to keep on pushing for the idea to be realized on the mission for change as well as presenting them with reaction and being clear to them. This will provide positive mind towards change because without updating the group of the need for change, the team spirit will go down. Applying transformational management style would be relevant because the organization is in the process of transition and thus the act should be seen from the manager and other development team. Also the team members need to consider the way transformation will impact on the organization as well as the group in order to avoid anxiety amongst them. Performing This stage is considered as an established level of team development and thus it will be obvious that every team member clearly knows what is expected of him or her as far as change is concern Every group will be having a plan that depict how the objectives will be attained and incorporated into the general stratagem. In order to guarantee good development and successful change transition, a manager need to delegate some authority and responsibility to the subordinate staff. And thus factors such as teamwork, communal responsibilities among the group and value among each others should be considered before handing-over the powers because the group might abuse their power and ends up not accomplishing their objectives set out in the in their plan. (Dean Anderson, Managing Change and Transition, 2010) ) Policies and procedures This aims at outlining an approach on how things are done in the organization, among team members as well the external environment. They are a directorial structure that binds the group as the team works on the change process despite the fact that supplementary actions will occur which will call for modification during the transition process. Therefore it is considered prudent to incorporate these changes as the process to transition is taking place so that at the completion level, the guiding principle and practice are still the managerial standards which one can place reliance on in holding the team cautiously within its restrictions. This will hence guarantee adherence to safeguard laid down by the management in an effort of ensuring that the process of transition is clearly understood and followed undoubtedly. This will lead to cutback of misinterpretation by team members and guarantee successful implementation of the change. (Dean Anderson, Beyond Change Management: How to Achieve Breakthrough , 2010) But as a manager, you should ensure that the policy and procedure are not too demanding. A manager needs to share his own solution to the group so that they can brain storm the idea as a group. This will lead to reduction in misunderstanding and improves on cooperation amongst the staff members and the executives of the organization. The idea of constructive critics should used by the manager so that he can be in a position to determine how staff act in response to this policies and whether the amendments can be made. Also giving staff a chances to criticize the manager’s opinion will make them fell appreciated as being par of the company in developing the company strategy and thus it will lead to creation of a team spirit, less resistance to change and improved communication in an effort of ensuring that the change is implemented successful. In summary, change is hard to be implemented in the organization because staff members will resist on the basis of losing their current position, fear of unknown that change might bring in and or lack of clear understanding what this change is all about. therefore, as a manager, care should be should be taken in the process of instituting for change and the transformation must be a simple progression in the eyes of the employees because it is the company and the employee who will benefit from the change but the manager again will incur a lost goodwill and reputation if change is not fully accepted in the organization. (Dean Anderson, Managing Change and Transition, 2010) Reference Dean Anderson, ‎. A. (2010). In Beyond Change Management: How to Achieve Breakthrough . Dean Anderson, ‎. A. (2010). In Managing Change and Transition. Drechsler, A. (2011). In Employee Resistance: Identification of recommendations on . (p. ppg 2). Harvard Business School Press . (2005). In Managing Change to Reduce Resistance. Koob, J. (2007). In Leaders Managing Change. Linda Ackerman Anderson, ‎. A. (2010). In The Change Leader's Roadmap: How to Navigate Your .. (p. Page xxix). Maginn, M. (2007). In Managing in Times of Change: 24 Tools for Managers,. Mushtaq, S. (2012). In Resistance to organizational change: Successful .. Scott, C. D. (2005). In Managing Change at Work: Leading People Through. Shamir, B. (2007). In Follower-centered Perspectives on Leadership: A Tribute to. Read More