Organizational Change and Leadership Effectiveness Essay

Total Length: 1234 words ( 4 double-spaced pages)

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.....change management for any leader.



The most important feature of change management for any leader is the alignment of company culture and its behaviors to suit desired outcomes. Therefore, change management depends on setting strategic goals and objectives first, and then managing change incrementally. As Jones, Aguirre & Calderone (2014) put it, "plans themselves do not capture value; value is realized only through the sustained, collective actions" of the organization's members. This is especially true in large organizations, but change management strategies and philosophies apply to organizations of all sizes and types.



When leaders are managing long-term major changes in their organization, they may need to keep in mind the four types of organizational change: scale, magnitude, duration, and strategic importance. The scale of the change determines whether it affects the entire organization or only one department. The magnitude of the change refers to the degree to which the change veers from the status quo, and in what way. The duration of the change could be short-term or long-term, and its strategic importance can be relatively small or it could also mean the life or death of the organization.



When a leader focuses on the alignment of culture with change outcomes, the steps in change management can be clarified. The change management team can work at the pragmatic issues like uncovering training needs, new systems, or new technologies. Every layer and element of the organization needs to work together on the change, because alignment is thorough. The leader has to identify conflicts and resistance to change early in the process to minimize problems and maximize the achievement of change goals.



2. Discuss the significance of employee involvement in the change process.



Even when the change occurs from the top down, as it typically does, employees are the change; employees are integral and instrumental to the change process.

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As Jones, Aguirre & Calderone (2014) point out, "companies will reap the rewards only when change occurs at the level of the individual employee." Most significant change transforms organizational culture on a meaningful level. Employees need to be made aware of the big picture issues as early as possible, because those big picture issues invariably affect their daily lives, their workflow processes, and the methods by which they achieve their own goals. Even when employees are relatively removed from the change process, they will be affected in other ways, such as through alterations in organizational structure that can make the workplace either more or less pleasant for some workers. In some situations, employees can be empowered to lead change in their specific areas of expertise. When employees need to adapt to a new system or regulatory environment, their input into guiding a smooth change process can be invaluable. A leader that does not actively solicit employee feedback during the change process is either missing out on the opportunity to maximize the value of the change, or committing a potentially fatal error. The change leader can involve employees in other ways, too, such as by maintaining open lines of communication.



3. How can items like work design, job descriptions, and a clear stated vision aid in the change management process?



Organizational change leaders often underestimate things that seem unrelated to the change itself, such as work design. However, detailed job descriptions and a clear stated vision can smooth the change process considerably. Work design is an integral facet of….....

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References


Cummings, T.G. & Worley, C.G. (2015). Organization Development & Change (10th edition) Cengage.

Jones, J., Aguirre, D. & Calderone, M. (2014). 10 principles of change management. Strategy and Business. 15 April, 2014. Retrieved online: http://www.strategy-business.com/article/rr00006?gko=643d0

Torraco, R.J. (2005). Work design theory: A review and critique with implications for human resource development. Human Resource Development Quarterly 16(1): 85-109.

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