What Initiative Can Leaders Take to Seize Opportunities Within Organizations? Please Explain.

Managers as Leaders of Change

Leaders are in the unique part of not only designing change initiatives but as well enacting and communicating them.

Learning Objectives

Review the strategies leaders must use to lead alter effectively

Key Takeaways

Fundamental Points

• Managing alter requires more than simple planning; the significant human element of change resistance needs to be addressed to ensure success.
• Leaders must define change strategy and communicate it effectively to shareholders, empower and support employees, and mitigate resistance to the alter initiative.
• Conner identifies vi singled-out leadership styles related to modify: anti-alter, rational, panacea, bolt-on, integrated, and continuous. Each leadership way represents a unique gear up of perceptions, attitudes, and behaviors regarding how organizational disruption should be addressed.
• Conner also posited that the six leadership styles are related to two dissimilar types of organizational change: first-order change and second-society change. Different leadership styles are more than constructive in different situations.

Key Terms

• aspect: A feature or quality of a thing.
• leading: To comport or direct with authorisation.

Managing modify requires strong leadership and an understanding of how organizational change occurs. Leaders are in the unique role of not only designing change initiatives but enacting and communicating them to subordinates. Managing change requires more than unproblematic planning: the significant homo element of change resistance needs to be addressed to ensure success.

Leadership Strategies for Change

Successful change management is more likely if leaders:

• Create a definable strategy – Ascertain measurable stakeholder aims, create a business case for their achievement (and proceed it continuously updated), monitor assumptions, risks, dependencies, costs, return on investment, and cultural issues affecting the progress of the associated work.
• Communicate effectively – Explain to stakeholders why the alter is beingness undertaken, what the benefits of successful implementation will exist, and what how the change is being rolled out.
• Empower employees – Devise an effective educational activity, training, or skills upgrading scheme for the system.
• Counter resistance – Place employee issues and marshal them to the overall strategic direction of the organization. Adjust the alter initiative when necessary to mitigate discontentment.
• Support employees – Provide personal counseling (if required) to alleviate any modify-related fears.
• Track progress – Monitor the implementation and fine-tuning as required.

These half dozen components of change are the responsibility of management to create and implement.

The reengineering procedure: Change management is ofttimes termed a "re-engineering process." This flowchart shows the reciprocal relationships involved in each pace: the mission defines and is achieved via work processes, which execute and are guided by decisions, which consider and are supported by information, which employs and are processed via engineering science.

Vi Leadership Styles for Modify

Conner (1998) identified half dozen distinct leadership styles related to change: anti-modify, rational, panacea, bolt-on, integrated, and continuous. Each leadership style "represents a unique set of perceptions, attitudes, and behaviors regarding how organizational disruption should be addressed." Stopper (1999) characterizes each of Conner's leadership styles in this way:

• The anti-modify leader – A leader embracing this mode seeks to avoid alter equally much as possible. The message is, "Stay the form. Keep adjustments minor. No need to change in whatever major style."
• The rational leader – This leader focuses on how to constrain and command change with logical planning and clearly defined steps.
• The panacea leader – The panacea leader believes that the way to reply to force per unit area for modify is to communicate and motivate. These leaders empathize the resilience to modify they are likely to encounter as well as the inevitability of change as organizations evolve. They tend to focus on fostering enthusiasm for change.
• The bolt-on leader – This leader strives to regain command of a changing state of affairs past attaching (bolting on) change management techniques to ad-hoc projects that are created in response to force per unit area for change. This manager is more concerned near helping others change than creating a strategy for the actual change itself.
• The integrated leader – The integrated leader searches for means to use the structure and discipline of what Harding and Rouse (2007) chosen "human due diligence" (the leadership exercise of agreement the culture of an organization and the roles, capabilities, and attitudes of its people) as private alter projects are created and implemented. The concept is simply to combine, or integrate, human and cultural concerns with the strategy itself.
• The continuous leader – The continuous leader works to create an active and quick-responding system that can quickly anticipate threats and seize opportunities as change initiatives are designed and implemented. Continuous leaders believe that to disruption is continuous, and adaptability a necessary organizational competency.

Conner says that these six leadership styles are related to two different types of organizational modify: first-order change and 2nd-guild alter. Showtime-order change is incremental, piecemeal modify. According to Conner, second-guild change is "nonlinear in nature and reflects movement that is fundamentally different from anything seen before within the existing framework."

Conner identifies the first four leadership styles every bit appropriate for managing first-order modify. When an organisation is engaging in discontinuous, transformational alter, however, integrated and continuous leadership styles are more appropriate.

Types of Organizational Change

There are iii principal categories of change: business process re-engineering, technological change, and incremental modify.

Learning Objectives

Differentiate between business organisation process re-engineering, technological change, and incremental alter as the 3 main categories of organizational development

Central Takeaways

Key Points

• Business procedure re-applied science focuses on the analysis and pattern of workflows and processes within an organization.
• Technological alter refers to the process of invention, innovation, and diffusion of technology or processes.
• Incremental change means introducing many small, gradual changes to a project instead of a few large, rapid changes.

Primal Terms

• incremental: Occurring over a series of gradual increments, or small steps.
• devise: To use one'southward intellect to plan or design something.
• incremental model: A method of product evolution where the model is designed, implemented, and tested incrementally (a petty more is added each time) until the product is finished.

Change management is an arroyo to shifting or transitioning individuals, teams, and organizations from their current country to a desired future state. It is an organizational procedure aimed at helping stakeholders have and embrace change in their business concern environment. In some project management contexts, change management refers to a project management process wherein changes to a project are formally introduced and approved.

Kotter defines change direction as the utilization of bones structures and tools to control any organizational change effort. Change management's goal is to maximize organizational benefit, minimize impacts on workers, and avoid distractions. There are dissimilar types of alter an can system confront.

Business organisation Process Re-Engineering

Concern process re-engineering (BPR) is a business direction strategy first pioneered in the early 1990s that focuses on the analysis and pattern of workflows and processes inside an organisation. BPR aims to help organizations fundamentally rethink how they do their work in guild to dramatically meliorate customer service, cut operational costs, and become world-grade competitors. In the mid-1990s, as many as 60% of the Fortune 500 companies claimed to have either initiated re-engineering efforts or begun planning for it.

BPR helps companies radically restructure their organizations by focusing on their concern processes from the ground upward. A business process is a set of logically related tasks performed to achieve a divers business outcome. Re-engineering science emphasizes a holistic focus on business concern objectives and how processes relate to them, encouraging full-scale recreation of processes rather than iterative optimization of sub-processes.

Business procedure re-engineering is as well known every bit business concern process redesign, business transformation, and business process change management.

Incremental Alter

Incremental alter is a method of introducing many pocket-size, gradual (and oft unplanned) changes to a project instead of a few large, rapid (and extensively planned) changes. Wikipedia illustrates the concept by building an encyclopedia bit by bit. Another good example of incremental change is a manufacturing company making hundreds of small components that go into a larger product, like a auto. Improving the manufacturing process of each of these integral components one at a fourth dimension to cut costs and improve procedure efficiency overall is incremental alter.

Technological Change

Technological modify (TC) describes the overall procedure of invention, innovation, and improvidence of technology or processes. The term is synonymous with technological development, technological accomplishment, and technological progress. In essence, TC is the invention of a technology (or a process), the continuous process of improving a technology (which frequently makes it cheaper), and its diffusion throughout industry or society. In curt, technological alter is based on both better and more engineering science integrated into the framework of existing operational processes.

Within and Exterior Forces for Organizational Alter

Inside forces include strategic and human resource changes, while outside forces include macroeconomic and technological change.

Learning Objectives

Identify the internal and external pressures for change, which drive organizations to suit and evolve

Key Takeaways

Key Points

• Change management is an approach to shifting individuals, teams, and organizations to a desired future state. Examples of organizational change can include strategic, operational, and technological change that tin can come up from inside or exterior the organization.
• Exterior forces for change include macroeconomics, technological evolution, globalization, new legislation, and competitive dynamics.
• Within forces for change include intrapreneurship, new management and restructuring.
• The first step in effective change management is being prepared, in a timely and knowledgeable fashion, for internal and external potentialities that may force organizational adaptation.

Primal Terms

• macroeconomic: Relating to the unabridged economy, including the growth rate, coin and credit, exchange rates, the full amount of goods and services produced, etc.

Modify management is an arroyo to shifting or transitioning individuals, teams, and organizations from their existing land to a desired future land. Examples of organizational change tin can include strategic, operational, and technological changes coming from inside or outside the system. Agreement central internal and external modify catalysts is critical to successful change direction for organizational leaders.

Outside Forces

While there are seemingly endless external considerations that can motivate an organisation to change, a few common considerations should exist constantly monitored. These include economic factors, competitive dynamics, new engineering, globalization, and legislative changes:

• Economics – The 2008 economical collapse is a strong example of why adaptability is important. Every bit consumers tightened their belts, organizations had to either practise the same and lower supply to friction match lowered need, or come up with new goods to entice them. Migrating from one volume to another can financially challenging, and alter strategies such every bit creating new affordable product lines or more efficient operational paradigms are key to changing for success.
• Competition – Changes in the competitive landscape, such every bit new incumbents, mergers and acquisitions, new product offerings, and bankruptcies, can substantially impact a company'southward strategy and operations. For example, if a competitor releases a new product that threatens to steal market share, an organization must be ready to change and adapt to retain their client base.
• Technology – Technological changes are a abiding threat, and embracing new technologies ahead of the competition requires adaptability. When media went digital, adaptable companies found ways to evolve their operations to stay competitive. Many companies that could not evolve quickly failed.
• Globalization – Capturing new global markets requires product, cultural, and communicative adjustability. Catering to new demographics and identifying opportunities and threats equally they appear in the global marketplace is integral to adapting for optimal value.
• Legislation – New laws and legislation can dramatically modify operations. Companies in industries that affect the surround must constantly strive to conform to cleaner and more socially responsible operating methodologies. Declining to keep pace tin can result in substantial fines and financial detriments, not to mention negative branding.

Inside Forces

There are many inside forces to go on in mind too, ranging from employee changes to cultural reform to operational challenges.Understanding where this modify is coming from is the beginning footstep to timely and appropriate change management.

• Direction Change – New CEOs or other executive players can significantly impact strategy and corporate culture. Agreement the risks associated with hiring (or promoting for) new upper management is key to making a skilful decision on all-time fit.
• Organizational Restructuring – Organizations may be required to significantly change their existing structure to adapt to the evolution of new strategic business units, new production lines, or global expansion. Changing structure means disrupting hierarchies and communications, which must then be reintegrated. Employees must be trained on the change and the implications it will accept for their everyday operations.
• Intrapreneurship – New ideas come from inside the system too as outside the organization, and capitalizing on a great new idea volition likely require some internal reconsideration. Integrating a new thought may crave reallocation of resource, new hires and talent management, and new branding.

Common Targets of Organizational Modify

Change management tin can be implemented to change an arrangement'due south mission, strategy, structure, technology, or culture.

Learning Objectives

Recognize and discuss the diverse components of an system which may undergo change through the development and adaptation of organizational strategy and/or objectives

Cardinal Takeaways

Cardinal Points

• Organizational alter management should begin with a systematic diagnosis of the electric current situation in order to determine the organization 's need for and ability to change.
• Prior to a cultural change initiative, a needs assessment should examine the current organizational civilization and operations. The goal is a conscientious and objective consideration of what is working and what is not.
• Areas of change include mission, strategy, operations, technology, civilisation, branding, employees, and work flows.
• Change management should also make use of operation metrics, such every bit fiscal results, operational efficiency, leadership commitment, advice effectiveness, and the perceived demand for alter.

Key Terms

• change direction: The controlled implementation of required changes to some system; includes version control and planned fallback.
• system: A group of people or other legal entities with an explicit purpose and written rules.

When an system requires changes to address counterproductive aspects of organizational culture, the process can be daunting. Cultural change is usually necessary to reduce employee turnover, influence employee behavior, make improvements to the visitor, refocus the company objectives, rescale the organization, provide ameliorate customer service, or achieve specific company goals and results. Cultural alter can be impacted by a number of elements, including the external environs and manufacture competitors, changes in industry standards, technology changes, the size and nature of the workforce, and the organization's history and management.

Assessing Change Needs

Prior to launching a cultural change initiative, a company should carry out a needs assessment to examine the existing organizational culture and operations. Careful and objective consideration of what is working and what is not, every bit well as what is parallel with the broader organizational objectives and what is not, are critical to success here.

Areas that demand to change tin can be identified through interviews, focus groups, observation, and other methods of internal and external research. A company must clearly identify the existing culture and so design a change process to implement the desired culture.

Mutual Areas of Change

Common areas of organizational modify include:

• Mission
• Strategy
• Operational changes, including structure and hierarchies
• Engineering
• Culture
• Employees and/or management
• Work flows (particularly relevant in manufacturing)
• Branding

Organizational change management should begin with a systematic diagnosis of the existing situation in order to determine the arrangement's demand for and ability to change. The objectives, content, and process of alter should be specified as function of the alter management plan.

Change management processes tin benefit from creative marketing to facilitate advice betwixt modify audiences and a deep social agreement of leadership styles and group dynamics. To track transformation projects, organizational modify direction should align grouping expectations, communicate, integrate teams, and manage and train people. Change management should also make use of performance metrics including financial results, operational efficiency, leadership commitment, communication effectiveness, and the perceived need for change in society to design appropriate strategies that brand the change in organizational civilization as smooth and as efficient as possible.

Organizational Development

Organizational development is a deliberately planned effort to increase an organisation's relevance and viability.

Learning Objectives

Explain the role of organizational development in leadership and organizational alter

Key Takeaways

Primal Points

• Organizational development (OD) is an ongoing, systematic process of implementing effective organizational change.
• The purpose of organizational development is to address the evolving needs of successful organizations.
• Organizational development is often facilitated with the assistance of a " catalyst " or "modify amanuensis" such every bit an constructive or influential leader.
• An important role of a leader is to analyze and assess the effectiveness of this developmental process and motivate the organization to achieve developmental targets.

Key Terms

• viability: The ability to live or to succeed.
• goad: Someone or something that encourages progress or change.

Organization development (OD) is a deliberately planned effort to increase an organization'due south relevance and viability. Vasudevan has referred to OD as a systemic learning and development strategy intended to change the basics of behavior, attitudes, and relevance of an arrangement'south values and structure. This process helps the organization to better absorb disruptive technologies, market opportunities, and ensuing challenges and anarchy. Substantially, organizational evolution is the framework for a change process that is designed to produce desirable and positive results for all stakeholders and the environs.

The Nature of Organizational Development

Organizational development is a lifelong, congenital-in machinery to better an organization internally. This is frequently done with the aid of a "alter agent" or "catalyst" who enables appropriate theories and techniques from applied behavioral sciences, anthropology, sociology, and phenomenology. The terms "change agent" and "catalyst" suggest a leader who is engaged in transformation leadership as opposed to management (management being a more than incremental or efficiency-based modify methodology).

A manager providing advice to a team: Organizational development is often facilitated with the help of a "catalyst" or "change agent" such as an influential director.

Although behavioral science provided the basic foundation for the study and do of OD, new and emerging fields of study have fabricated their presence felt. Experts in systems thinking and organizational learning have likewise emerged as OD catalysts. These emergent perspectives view the arrangement equally the holistic coaction of a number of systems, all of which bear upon the processes and outputs of the entire arrangement.

Applications of Organizational Evolution

The purpose of OD is to address the evolving needs of successful organizations. It represents a concerted collaboration of internal and external experts in the field to observe the processes an system can use to become more than effective.

Organizational development aims to improve an organisation's capacity to handle its internal and external functioning and relationships. This includes improving interpersonal and group processes; communication; the organization's ability to cope with issues; controlling processes; leadership styles; conflict and trust; and cooperation among organizational members.

Weisbord

Weisbord presents a half dozen-box model for understanding—and thereby changing and improving—an organization:

1. Purposes: Are employees clear near the organization'south mission, purpose, and goals? Exercise they support the organization's purpose?
2. Structure: How is the organization'southward work divided? Is at that place an adequate fit between the purpose and the internal construction?
3. Relationships: What are the relationships betwixt individuals, units, or departments that perform unlike tasks? What are the relationships between the people and the requirements of their jobs?
4. Rewards: For what actions does the organization formally reward or punish its members?
5. Leadership: Does leadership watch for "blips" among the other areas and maintain residue amidst them?
6. Helpful mechanisms: Do planning, control, budgeting, and other data systems help organization members reach their goal?

Lewin

Lewin'south description of the procedure of change involves three steps:

1. Unfreezing: Faced with a dilemma or issue, the individual or group becomes aware of a need to alter.
2. Changing: The situation is diagnosed and new models of behavior are explored and tested.
3. Refreezing: Application of new behavior is evaluated, and if information technology proves to be reinforcing, the behavior is adopted.

Effectiveness of Organizational Development

The efficacy of organizational development is predicated on the adaptability of the organization and the overall successful integration of new ideas and strategies within an existing framework. Resistance to change is a fundamental organizational problem as all organizations have a caste of general inertia. This is further complicated by the difficulty in quantitatively measuring changes in areas that are generally intangible (i.east., culture).

To remedy this, organizations pursuing OD must set clear and measurable objectives prior to committing to a change initiative. An important role of the leader is to analyze and assess the effectiveness of this developmental process and motivate the system to achieve developmental targets.

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Source: https://courses.lumenlearning.com/boundless-management/chapter/managing-change-for-organizations/

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