Leadership Challenges in Organisational Change Management
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This proposal analyses the leadership challenges faced by organisations while implementing changes. It covers ethical issues, stakeholder impact, and contrasting rights, values, and practices. The proposal also recommends changes in leadership tactics.
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Running head: ORGANISATIONAL CHANGE MANAGEMENT Organisational Change Management Name of Student Name of University Author Note
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1 ORGANISATIONAL CHANGE MANAGEMENT Table of Contents Introduction...................................................................................................................2 Purpose of the research............................................................................................2 Research aim............................................................................................................2 Research objective....................................................................................................2 Research question....................................................................................................2 Literature review...........................................................................................................2 Analysis of leadership challenges.............................................................................2 Impact of change on stakeholders............................................................................3 Contrasting the rights, values and practises.............................................................3 Ethical issues faced by leaders.................................................................................3 Reference.....................................................................................................................4
2 ORGANISATIONAL CHANGE MANAGEMENT Introduction The aim of the proposal will be to analyse the leadership challenges that can be faced by an organisation. The focus of the proposal is on the challenges that leaders face while implementing changes in an organisation. Purpose of the research The purpose of the proposal will be to ensure that leadership theories are implemented in an organisational scenario so that proper understanding of the leadership factors can be understood. Thereby, examples will be provided of various companies that have applied leadership for gaining success in the market Research aim The aim will be to identify the leadership challenges that are faced by an organisation by taking into consideration the ethical issues, rights, values and any theory required for becoming a successful leader. Research objective To identify the challenges faced by leaders Toanalysethetheoriesthatcanhelpinbringingaboutchangesinan organisation To understand the ethical issues that needs to be followed by the leaders To recommend changes in the leadership tactic of an organisation Research question What are the challenges faced by leaders? How can the theories help in bringing about changes in an organisation? What ethical issues need to be followed by the leaders? Whatchangescanberecommendedintheleadershiptacticofan organisation? Literature review Analysis of leadership challenges According toFairhurst and Connaughton (2014), changes in an organisation need to be brought about mainly so that a competitive advantage can be gained in the market. However, changes as well as adapting to the applied changes may have chances of failure in an organisation. This is mainly because the employees feel less secured while working in an environment that are different from the one in which they are used to working. Jaskson and Parry (2011) are of the opinion that organisations tend to focus on cultural changes so that a multi-cultural environment can be formed. One of the ill effects of changes being made in an organisation is that employees may be de motivated. This may hamper the stability in the business and provide competitive disadvantage for the organisations. Companies like Nokia needed to change by letting Microsoft acquire the company so that it can maintain its success in the business.At the same time, leaders have to face challenges while setting up a team as the team composition is essential in determining the success of a particular project. Hence, the impact of changes on the stakeholders can be further analysed.
3 ORGANISATIONAL CHANGE MANAGEMENT Impact of change on stakeholders Changes in an organisation may have a severe impact on the stakeholders. As observed by Applebaumet al. (2010) the stakeholders take into account the best interests of an organisation. They provide support to the managers so that they can continue with their activities in an effective manner. Therefore, certain changes in an organisation need to be highlighted to the stakeholders so that future decisions taken by them can align with the current policies that exist. The impact of sudden changes may hamper the stakeholders to continue with the effective support it provides. For example, it is necessary that the changes do not affect the culture of an organisation for which it is recognised in the market. In the case of the scenario provided the stakeholders of the company believing that two of the departments need to close the raised issue. Contrasting the rights, values and practises The major conflict that exists in the scenario provided is mainly on the closing of two departments. As stated by Camillus (2008) it is necessary that companies take drastic steps so that proper engagement of the employees in every department can be maintained. It is important that the strategies adopted by the companies be aligned with that of the interests and policies of the stakeholders. It has been evidenced that reputed companies like Microsoft as well as Nokia suffered to gain clients despite the changes made in the organisations. Thereby, it is necessary to make sensible leadership goals that may not hamper the manner in which an organisation conducts its business. For example, a comparison can be made with the manner in which Nokia and Microsoft merged to cope up with the changes in the market and still fail. At the same time, Kotak needed to close due to the unsuccessful implementation of change in the organisation. Hence, it is necessary that the rights and interests of the stakeholders be taken into consideration. Ethical issues faced by leaders As stated by Chatera and Loewenstein (2016) leaders are often faced with ethical issues while contemplating changes in an organisation. One such issue is convincing the employees about the changes that are taking place. It is often grievance that the changes in an organisation are implied with the knowledge of the employeesandthismayleadtopositiveaswellnegativeoutcomesinan organisation. Considering the fact that changes are made for the betterment of the organisation, managers may be affected positively as employees may embrace the challenge. However, Margolis and Stoltz (2010) are of the opinion that changes normally bring about negative consequence in an organisation and thereby the violation of the ethicalissuesmayprovideopportunitiesforemployeestoresignfromthe organisation and seek employment in a different organisation. Hence, it can be said that the positive as well as the negative consequence of ethical consideration can have impact on the stakeholders of a company. McNamara (2015) is of the opinion that the application of Lewin’s change theory can help in analysing and understanding the problems related to changes. The model provides analysis on three steps namely the unfreezing, change and refreezing stage. This can help in understanding the level of leadership that the organisation is currently placed. In this case, the third level of leadership is attained by the organisation. Pye (2005) is of the opinion that smart leadership decision needs to be made so that the changes can be effectively implied using the models.
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4 ORGANISATIONAL CHANGE MANAGEMENT Reference Applebaum, S.H., Habashy, S., Malo,J.-L., and Shafqiue, H., 2012. Back to the future: Revisiting Kotter 1996 change model’,Journal of Management Development, 31(8), pp.764-782 Camillus, J.C., 2008. Strategy as a wicked problem,Harvard Business review, 86(5), pp. 98-106 Chatera, N., and Loewenstein, G., 2016. The under-appreciated drive for sense- making,Journal of Economic Behaviour and Organisation, 126(B), pp.137-154 Fairhurst,G.T.,andConnaughton,S.L.,2014.Leadership:Acommunicative perspective.Leadership, 10(1), pp.7-35. Jaskson, B. and Parry, K. 2011 ‘Very Short, Fairly Interesting and Reasonably Cheap Book’, volume 2 (page 95-96) London: Sage Publication Margolis, J.D. and Stoltz, P.G., 2010. How to bounce back from adversity,Harvard Business Review, 88(1/2), pp.86-92 McNamara, L.A., 2015.Sense making in organisations: Reflection on Karl Weick and SocilaTheory.Availableathttps://www.epicpeople.org/sensemaking-in- organisations/ (accessed 15 July 2017) Pye, A., 2005. Leadership and organising: sensemaking in action,Leadership, 1(1), pp.31-49