Leadership Oforganizational Change
Leadership Change
One of the most well documented efforts towards change in the United States is the transition from the original 13 colonies to the current inception of the United States of America. What is highly significant about this effort towards transformation is the fact that it adhered to a number of principles delineated in Hickman Robinson's text, Leading Changes in Multiple Contexts. In fact, this particular example is preeminent among others for the simple fact that it is simultaneously demonstrative of the five contextual influences on leading change: organizational, community, political, social and global. Although formal leadership of this effort would not fully emerge until the transformation was complete and George Washington was appointed President, his involvement with the other Founding Fathers in the First and Second Continental Congresses and the efforts of other revolutionary groups such as the Sons of Liberty provided the essential leadership necessary to effect such a change. An analysis of Robinson's text and the various factors leading to the establishment of the United States elucidate many of the central tenets necessary to produce change.
The degree of transformation actuated by the Founding Fathers in their alteration of the British North American colonies into an autonomous nation represented a collective effort of immense proportions with an impact on each of the aforementioned contextual influences. What fueled this change, however, was the overall context affecting the 13 colonies in the late 18th century. Robinson defines context as "the setting or environments in which change takes place," in addition to "larger contextual elements of history, culture, and society" (p. xiv). Before identifying the purpose, participants, authority source and affected groups involved in the change from the colonies to the founding of the U.S., it is necessary to analyze the past and contemporary history...
Organization Change - Leveraging Power & Influence in Change Management Leveraging Power & Influence in Change Management Change is the only inevitable factor within any organization in the contemporary society. The changes that take place in line with the Human Resources as well as the technology are so rapid that to stay relevant, each organization must of necessity keep up-to-date with the changes that are relevant to the organization. However, to have
Organizational Change The Burke-Litwin Model contains twelve organizational variables. Each of these variables is interconnected, so that changes in one variable will affect the others. Also built into the model is the idea that change can occur as the result of a concerted effort to change multiple variables. Ideally, an organizational change program will be strongest when all of the different variables are aligned in the direction of the desired change.
However, Avery points out an important shift in managerial leadership styles. She sees it as a shift in the balance of power within an organization, rather than a shift in the way managers perform their daily tasks. She states, leadership involves letting go of conventional notions of control, order, and hierarchy, replacing them with trust and an acceptance of continual change, chaos, and respect for diverse members of the
Organizational Change Recruiting and Retaining Talent In response to the scenario provided, the scenario represents one of the more extreme examples of organizational change. However, there are three months to prepare for the change which provides for some level of planning and facilitation for the change. This analysis will create a guide for attempting to meet the objectives of employee retention throughout the transition. There will undoubtedly be a great deal of
Change Proposal The company has recently put into effect a change which has involved moving away from the present structure and putting in place a task force. The task force operates via a matrix structure with members of the task force answering to both their functional boss and the task force boss. The role of the task force was to improve flexibility and also to incorporate diversification, with the task force
Organizational Change in the Public Sector This research proposal explores the feasibility of management in the public Sector as an organizational paradigm and new model in organizational development. The literature review reviews numerous journal articles that explore on the key concepts of change management strategies from a public sector project management perspective. The authors suggest that employee's participation, effective feedback across the board, and empowerment of subordinate staffs is a major
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