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Paper on Role of Leaders in Organizational Change Management

   

Added on  2020-04-07

11 Pages2511 Words38 Views
Running head: ROLE OF LEADERS IN ORGANIZATIONAL CHANGE MANAGEMENTRole of Leaders in Organizational Change ManagementName of the StudentName of the UniversityAuthor note

1ROLE OF LEADERS IN ORGANIZATIONAL CHANGE MANAGEMENTIntroductionIn this paper, it is seen how leadership management has an influence on the changemanagement within an organization and this paper sheds light on the factors of leadershipmanagement regarding the overall changes the organization goes through.Understanding issues of why organizations changeI have learned that the changes in the organizations can be seen as a confluence of awhole process, moreover like representing a specific kind of chaos. In the model oforganizational changes, 12 basic organizational variables can be considered when things getout of the hand of the management and the organization is in desperate need of change. It canalso be said that, these variables actually represents the linkage and interdependencies ofsome sort of influences that started from the external factors and ending with some internalfactors regarding individual employees and regarding their performances at work. When aparticular organization changes the level or changes the strategy, structure or organizationalculture, it can be said that, control systems can become a necessary tool and the role of seniormanagement becomes very important for the organization. I have experienced that theconcept of readiness for changes take various forms. Organizational developmental activitiesand the objectives are the primary human resource management focus regarding establishingand maintaining different aspects of an organization, like company policies, corecompetencies, or at times the culture of the organization. In this paper, our main focus wouldbe on the fact that how organizational leaders take part in successfully changing theorganization and how they navigate the organization through the much neededtransformational changes.

2ROLE OF LEADERS IN ORGANIZATIONAL CHANGE MANAGEMENTIn today’s world, business trends are changing in a very rapid manner and if themanagement of those organizations does not take initiatives to change, in no time theirorganization will be out of business (Goetsch and Davis 2014). I think that, change means toalter the present state of the organization and it can be achieved by coordination of astructured transitional period successfully. In an organization, the leaders are the ones whopromote the required changes in the organization and he or she has to customize the style ofmanagement according to the needs. In most cases, the style of the leader’s leading theorganization is somewhat influenced by the numerous factors and might be analyzed from theposition of a manager. Success of the changes within an organization is thus dependent on theway the manager cooperates and communicates with the workforce and numerouscollaborative on the way the leader stimulates the workers to get engaged in the process ofchange.Diagnosing the needs for changeThe organizational models are the basic representative of the organization that helpthe individuals develop a cognitive idea about the organization in a more detailed manner.There are several models for this purpose and in this section we are going to discuss about the6 box organizational model and the 7 S frameworks in details. Six box model I have learned that Weisbord proposed six major groups in his model of change forthe organization and that includes purposes, structures, leadership, relationships, rewards andhelpful mechanisms (Nahavandi 2016). Weisbord referred his structure in a way that wherethe company is somewhat organized and this might be a function where the specialists has towork together for a program, project or a product, in a way where various multi-skilled teamswork together to achieve success. In his model Weisbord indentifies money, ideas, people

3ROLE OF LEADERS IN ORGANIZATIONAL CHANGE MANAGEMENTand machineries as the valuable inputs and that are used to meet up the organizational goalsand missions. There are two premises that are not obvious in Weisbord’s model and these arevital for the understanding of the boxes within the model. The first premise refers to theformal versus informal systems. The formal systems are those policies and the proceduresthat the organizations claim to do. Contrasting this theory it is seen that informal systems arethe behaviours that actually takes place in the organizations. Within the organizations, thebigger the gap is present between the formal and informal systems the lesser effective theorganization would be (Cameron and Green 2015). On the other hand, the second premiserefers to the fit between the environment and the organization. In my opinion, the discrepancypersists between the existing association and the way that company should function to satisfythe external demands (Goetsch and Davis 2014). Weisbord defined external demands orpressures as the government, clients or the unions. In his model, Weisbord poses severalquestions for each box of his model and it can be said, OD consultants determine whether themembers of the organization agree and support the missions and goals of the company withinthe purposes box. This particular question refers to the premise relating to the nature of theformal and informal systems within the company. Thus, it can be said that Weisbord’s modelsheds light on the internal issues within the company primarily by posing the diagnosticquestions which have to fit between ‘what is’ and ‘what should be’. It is seen that, Weisbordhas omitted various interconnection between the boxes of his model, but he tangentially shedslight on the external environment in the model.

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