Role of Leaders in Organizational Change Management †Free Samples

Question: Discuss about the Role of Leaders in Organizational Change Management. Answer: Introduction In this paper, it is seen how leadership management has an influence on the change management within an organization and this paper sheds light on the factors of leadership management regarding the overall changes the organization goes through. Understanding issues of why organizations change I have learned that the changes in the organizations can be seen as a confluence of a whole process, moreover like representing a specific kind of chaos. In the model of organizational changes, 12 basic organizational variables can be considered when things get out of the hand of the management and the organization is in desperate need of change. It can also be said that, these variables actually represents the linkage and interdependencies of some sort of influences that started from the external factors and ending with some internal factors regarding individual employees and regarding their performances at work. When a particular organization changes the level or changes the strategy, structure or organizational culture, it can be said that, control systems can become a necessary tool and the role of senior management becomes very important for the organization. I have experienced that the concept of readiness for changes take various forms. Organizational developmental activities and the objectives are the primary human resource management focus regarding establishing and maintaining different aspects of an organization, like company policies, core competencies, or at times the culture of the organization. In this paper, our main focus would be on the fact that how organizational leaders take part in successfully changing the organization and how they navigate the organization through the much needed transformational changes. In todays world, business trends are changing in a very rapid manner and if the management of those organizations does not take initiatives to change, in no time their organization will be out of business (Goetsch and Davis 2014). I think that, change means to alter the present state of the organization and it can be achieved by coordination of a structured transitional period successfully. In an organization, the leaders are the ones who promote the required changes in the organization and he or she has to customize the style of management according to the needs. In most cases, the style of the leaders leading the organization is somewhat influenced by the numerous factors and might be analyzed from the position of a manager. Success of the changes within an organization is thus dependent on the way the manager cooperates and communicates with the workforce and numerous collaborative on the way the leader stimulates the workers to get engaged in the process of change. Diagnosing the needs for change The organizational models are the basic representative of the organization that help the 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 the 6 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 for the organization and that includes purposes, structures, leadership, relationships, rewards and helpful mechanisms (Nahavandi 2016). Weisbord referred his structure in a way that where the company is somewhat organized and this might be a function where the specialists has to work together for a program, project or a product, in a way where various multi-skilled teams work together to achieve success. In his model Weisbord indentifies money, ideas, people and machineries as the valuable inputs and that are used to meet up the organizational goals and missions. There are two premises that are not obvious in Weisbords model and these are vital for the understanding of the boxes within the model. The first premise refers to the formal versus informal systems. The formal systems are those policies and the procedures that the organizations claim to do. Contrasting this theory it is seen that informal systems are the behaviours that actually takes place in the organizations. Within the organizations, the bigger the gap is present between the formal and informal systems the lesser effective the organization would be (Cameron and Green 2015). On the other hand, the second premise refers to the fit between the environment and the organization. In my opinion, the discrepancy persists between the existing association and the way that company should function to satisfy the external demands (Goetsch and Davis 2014). Weisbord defined external demands or pressures as the government, clients or the unions. In his model, Weisbord poses several questions for each box of his model and it can be said, OD consultants determine whether the members of the organization agree and support the missions and goals of the company within the purposes box. This particular question refers to the premise relating to the nature of the formal and informal systems within the company. Thus, it can be said that Weisbor ds model sheds light on the internal issues within the company primarily by posing the diagnostic questions which have to fit between what is and what should be. It is seen that, Weisbord has omitted various interconnection between the boxes of his model, but he tangentially sheds light on the external environment in the model. McKinseys 7 S models I have experienced that McKinsey 7 S Framework is named after a consulting organization which has conducted an applied research on business and industry (Beck, and Cowan 2014). This model is very useful for the change management system for any organization. The model was used in more than seventy large corporations and initially the framework was created as they are recognizable and can be easily remembered model in business organizations. The seven variables of this framework which are termed as levelers are named differently and all those names starts with initial letters. The shape of this model was actually designed to demonstrate the interdependency of all the variables and the demonstration of this model is been termed as Managerial Molecule. When the experts thought that the other variables that existed within the complex organizations, these variables represented in this particular model can be considered as vital to the leaders and the practitioners (Beck, and Cowan 2014). This model is necessary to determine the change management system of any organization. These variables include structure, style, skills, staffs and shared values. The structure can be described as the skeleton of the company and the strategy is referred to as the course of action while allocating the resources in order to achieve the identified goals over time. Systems are the scheduled process and procedure that is followed within the company. Staffs are referred to as the employees categories within the company, such as engineers. Skills are the capabilities of the general w orkforce, and Style can be referred to as the thought to encompass the cultural style of the organization (Nahavandi 2016). What are the things that changes the organizations The Incremental change refers to the small adjustments that can be made towards atargeted result. In the business field, making incremental changes does not have any noteworthy impact on the existing structures ormodify the current methods (Goetsch and Davis 2014).The suitable examples ofincremental change may include a continuous improvement like a quality management process or the implementation of new computer system to increase theefficiencies (Cameron and Green 2015). On contrary to the incremental changes, transformational change can be said, is aprocess of changing the basic elements of a companys culture, including all the norms, assumptions, andvalues under which the business functions. In business environment, the transformational changes deals with an organization making afundamental change in its business model; often requiring the changes in organizational structure, culture and management.An instance of transformational change is the change in a companys structure and c ulture from the traditional top and down, hierarchical structure to a large sum of self and directing teams (Beck, and Cowan 2014). In some cases it is more appropriate to pursue the incremental change rather than transformational change (Mujtaba 2013).The Incremental change is very efficient when a corporation wants to be cautious in changing its strategies, and policies. Incremental change method allows the companies to take lesser risks when changing their existing structure. When there is a risk inchanging a companysstructure, the transformational change is not at allappropriate (Nahavandi 2016). Communicating Change The leaders or the managers of the organizations must not forget the essentiality of the communication between the workforce of the organization and the management of the organization for making the most of the productivity achieved by the employees of the organization (Goetsch and Davis 2014). When an organization goes through any types of changes, the communication between the workers and the managers must be transparent as it is the duty of the managers to train and develop the employees according to the changes the organization is going through (Beck, and Cowan 2014). The managers should communicate regarding all that is known to them regarding the changing process for the benefit of the workers as well as the organization (Cameron and Green 2015). The employees must have a clear idea about the changes their organization is going through and thus making transparent communication is very essential when the organization is going through a process of changes (Mujtaba 2013). The mana gers should listen to the employees about their problems and communicate with them to resolve the issues and hold interactive workshops to let them know about the changes the company is going through (Nahavandi 2016) . Leadership and organizational culture in change management From my learning, it can be said that leadership development and change management are among the top priorities for many companies my opinion, but the majority of the corporations falls short of their missions regarding both the issues (Beck, and Cowan 2014). The main issue behind this can be said that they treat leadership development and change management as two different aspects of the organization (Beck, and Cowan 2014). Without a proper leadership making changes in an organization cannot take place and the management of the organizations must not forget this fact. To achieve better results, the managers of the organizations must coordinate their leadership development and change management efforts considering both as same. Proper leadership involves deviating from cultural expectations in many ways that inspires other individuals to follow. The managers from all the levels of a company must overcome the resistance if a logical cultural change takes place (Goetsch and Davis 2014) . Thus it can be said that, the bottom up part of the integrated development and the change process needs proper effective leaders throughout the organization to get engaged in a method of learning how to enable a desired change within the culture of the organization. For an example, I can say that if an organization all of a sudden finds itself audited at the request of their one of the most important clients, and were told that they needed to change their procedure of accounting. In response to that, the employees of the organization can insist that the changes cannot be made by the deadline which was demanded on the first place (Mujtaba 2013). To conclude, it can be said that change management and the leadership developmental programs actually have a woeful record at the most companies. In many cases they come up against the trivial challenges that deviate from a dominant culture that is very difficult. References Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Bolman, L.G. and Deal, T.E., 2017.Reframing organizations: Artistry, choice, and leadership. John Wiley Sons. Cameron, E. and Green, M., 2015.Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers. Belias, D. and Koustelios, A., 2014. The impact of leadership and change management strategy on organizational culture.European Scientific Journal, ESJ,10(7). Beck, D.E. and Cowan, C., 2014.Spiral dynamics: Mastering values, leadership and change. John Wiley Sons. Nahavandi, A., 2016.The Art and Science of Leadership -Global Edition. Pearson. Rock, D., 2014.Quiet leadership. HarperCollins e-books. Ajmal, S., Farooq, M.Z., Sajid, N. and Awan, S., 2012. Role of leadership in change management process.Abasyn University Journal of Social Sciences,5(2), pp.111-124. Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., 2013. Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), pp.942-958. Johnston, M.W. and Marshall, G.W., 2016.Sales force management: Leadership, innovation, technology. Routledge. Hammer, M., 2015. What is business process management?. InHandbook on Business Process Management 1(pp. 3-16). Springer Berlin Heidelberg. Pugh, L., 2016.Change management in information services. Routledge. Mujtaba, B.G., 2013.Managerial skills and practices for global leadership. ILEAD Academy.