Scarcity Abundance Briefly, the Industrial Mindset views all change as a predictable and controllable set of discreet events that can be managed through external force.
Leadership and Change Management: Change is something we have to learn to live with, to structure and to manage. Change is here to stay, and the winners will be the ones who cope with it. The later decades of the twentieth century will go down in history as an "era of perpetual change.
Behind it all the expectations of customers grow as they become ever more knowledgeable and demanding," Bainbridge,p. Traditional ways of doing business are quickly going out the window. Bureaucracy, control, rigidity and functionalism have become outmoded, and are actual obstacles to change management.
Yet, businesses must continue to function as new capabilities and ways of dealing with change after change are cultivated. Capabilities and resources are the heart of an organization, and are all susceptible to changes: Change within organizations occurs on a myriad of levels.
New international and national legislation, aware and discerning customers, the global marketplace, sophistication in IT development, new industries, markets and knowledge sectors, a move towards a flexible, short-term workforce and uncertainty about the future all impact on business and social organizations across the globe.
The combination of these widespread changes can create a pressure-cooker environment within organizations struggling to adapt and prosper.
The Phenomenon of Change Lewin produced the first viable model of change in his force field model. In this model, change was characterized as a state of imbalance between driving forces and restraining forces. If these forces were balanced or in equilibrium, no change could take place.
Change is inherent in every context and is a relative concept. That change exists Leadership and change management research a predictable notion. Change is disruptive, messy, and complicated.
Even with the best laid plans, events rarely occur exactly as they were predicted. Change processes entail not only structures and ways of doing tasks, but also the performance, expectations and perceptions of all involved parties. Change has become widespread and unpredictable, but is still manageable Bainbridge, An inherent characteristic of change is that it is risky, especially when it encompasses many different sectors within an organization or society.
Change can also be planned or emergent. Wilson pointed out that a shift from emergent models of change to planned ones has steadily occurred over the past two decades.
A total shift is not advised though, since the political and economic context of the surrounding environment can not be ignored, and must also be adapted to.
Strategies to deal with unplanned change are just as necessary as planned ones. Effects of Change on Organizations To effectively adapt to change, most established organizations have a daunting task ahead of them in a variety of operational and procedural areas.
Business processes must be redefined and redesigned and adapted to specific geographical and cultural settings. The workforce needs to be retrained to be ready for changes in how work is done, what skills and knowledge is needed, and how to relate to global collaborators and customers.
The very culture of an organization needs to be reshaped to properly support the new processes introduced. Structures, reward systems, appraisal measurements and roles need redefinition Bainbridge, Leadership styles and management procedures must shift and adapt, and ways of relating with customers, suppliers, and other stakeholders need refining.
Technological advances and capabilities must be introduced, and preparation of the workforce to work with the new IT structures is needed. Successful adaptation to change necessitates "an understanding about how to convert and rebuild from the complexities and legacies of the old, as well as generate designs about the new," Bainbridge,p.
Change necessitates that organizations realistically move beyond antiquated processes, empower and retrain employees, and incorporate advances in IT into the everyday work setting.
No longer are organizations reacting to sequential or occasional change. New changes now occur as organizations are in the throes of initiating the change process.
Change has become perpetual. In order to cope, organizations need a design process with strategies and guidelines for thriving amongst a multitude of changes. The Role and Issues of Leaders in Guiding Change The creation and design of change processes within an organization is most often a role of the leaders within it.
Change processes which encompass human resources, IT adoption and upgrades, tools and techniques, as well as the basic rules and controls within the organization are the mandate of leaders engaged in the management of change Bainbridge, It is up to the leaders to make these change initiatives tangible rather than abstract and to awaken enthusiasm and ownership of the proposed changes within the corporate milieu.
Leaders are responsible for bridging the gap between strategy decisions and the reality of implementing the changes within the structure and workforce of the organization.
A myriad of details and effects must be acknowledged and addressed for successful adaptation to change in all sectors of a firm. Management style affects culture, technology affects the way staff interact with customers, internal communication methods affect how people work together," Bainbridge,p.Leadership and change management research paper.
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Introduction The ability to change and flexibility are important for the success of any organization. By using change models, businesses can assess the necessity for changes within their organization. Some of the changes that a business makes depend on the strategic plan, personalities of the employees, and the leadership styles that the employee's personalities require.
Advancing research, teaching and outreach in leadership is a key theme in the School of Management. Through our curriculum and a number of innovative programs, we build upon our ongoing commitment to develop leaders at all levels of an organization and to prepare the next generation of business leaders.
Paul Fulton President, Sara Lee Corporation Kotter's insights are remarkable. A Force for Change will be required reading for all our young managers.
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William H. Genge Chairman, Ketchum Communications, Inc. John Kotter demythologizes the concept of leadership and clearly distinguishes it from management.