Leadership and Change :: Management

Leadership and Change ManagementIntroductionThe gap among conceiting a new boldness on composing and bringing it into reality is the domain of government activity change and development. Kurt Lewin, a famous social psychologist, erst wrote that a social organism becomes apprehensible only after one attempt to change it. It often happens that managements awareness for a new government activity design emerges only after the start of an intensive change process. And even if it were possible for an omniscient manager to develop a master blueprint before introducing organization change, it is doubtful that other employees would readily deport the new design or have the required skills for making the design work. For these reasons, managers need to be as just at handling the question of how to get in change as they are in diagnosing what needs to be changed (Adams and Spencer, 1986). This essay focuses on large-scale organization change, not on individual or small groups. The l atter are obviously essential building blocks to organization change, but do not check up on that a larger organisational building block will itself be transformed. Attention to additional variables beyond the individual and group is required in any organizational change, including such dimensions as multiple levels of authority, relationships between departments, environmental forces impinging on the organization, the climate of the organization, and the nature of the work flow that moves across departmental boundaries. In this paper I will discuss the concept of leadership as I have understood from my experience of what I have seen in a master service firm. I will as well discuss the change management process and my role in it. Objectives Of Organization ChangeIf one were to step gage after observing a yield of organization changes, a variety of goals would seem to be present. These goals may be explicit and written down, or they may be implied by the actions of management. On the surface, the close to common goals can be categorized under such labels as higher performance, acceptance of new techniques, greater motivation, more(prenominal) innovation, increased cooperation, reduced turnover, and so forth. Organizational changes are frequently directed at one or more of these general goals. Underlying these more obvious goals are usually devil overarching objectives Changes in an organizations level of adaptation to its environment, and Changes in the internal behavioral patterns of employees.Organizations are continually struggling to adapt themselves give way to their external environment. Because the managementLeadership and Change ManagementLeadership and Change ManagementIntroductionThe gap between designing a new organization on paper and bringing it into reality is the domain of organization change and development. Kurt Lewin, a famous social psychologist, once wrote that a social organism becomes understandable only after one attempt t o change it. It often happens that managements awareness for a new organization design emerges only after the start of an intensive change process. And even if it were possible for an omniscient manager to develop a master blueprint before introducing organization change, it is doubtful that other employees would readily accept the new design or have the required skills for making the design work. For these reasons, managers need to be as skillful at handling the question of how to introduce change as they are in diagnosing what needs to be changed (Adams and Spencer, 1986). This essay focuses on large-scale organization change, not on individual or small groups. The latter are obviously essential building blocks to organization change, but do not assure that a larger organizational unit will itself be transformed. Attention to additional variables beyond the individual and group is required in any organizational change, including such dimensions as multiple levels of authority, rel ationships between departments, environmental forces impinging on the organization, the climate of the organization, and the nature of the work flow that moves across departmental boundaries. In this paper I will discuss the concept of leadership as I have understood from my experience of what I have seen in a professional service firm. I will also discuss the change management process and my role in it. Objectives Of Organization ChangeIf one were to step back after observing a number of organization changes, a variety of goals would seem to be present. These goals may be explicit and written down, or they may be implied by the actions of management. On the surface, the most common goals can be categorized under such labels as higher performance, acceptance of new techniques, greater motivation, more innovation, increased cooperation, reduced turnover, and so forth. Organizational changes are frequently directed at one or more of these general goals. Underlying these more obvious g oals are usually two overarching objectives Changes in an organizations level of adaptation to its environment, and Changes in the internal behavioral patterns of employees.Organizations are continually struggling to adapt themselves better to their external environment. Because the management