Leading and Managing Organisational Change

Question: Write an essay on "Leading and Managing Organisational Change". Answer: Change Resistance This report reflects my personal opinion and the vast experience on number of issues relating to change. It also provides a reflection on resistance to the change and the impact on organisation. Forces that contribute to change can be External and Internal and these combine to form the change like Economic and political, Cultural and Social, Technological and New Leadership, New Mission, Conflict (Todnem ,2005). Resistance can be usually referred to as an inevitable response that arises with change and shall therefore exist within organization. This can occur at various organisational levels. Therefore it becomes the necessary action that needs to be taken by these individuals and also the groups when they presume that change which is happening poses a threat for them. It also can encourage healthy work discussions. Management looks at resistance as the end thing during process of change. In major cases it is likely that it will bring detrimental impact towards the whole organisational program. Hence organisations realised the advantages of team work and involvement of Leadership to overcome these barriers. It also encouraged understanding the ways in influencing Leader. To understand better we can take the example the technology which people were averse because of the complexities, but with leaders in the industry able to guide them through the process in understanding how simple it makes their work with little effort helped the industry to grow. Behavioural concepts Leadership After learning the behavioural approach helped to understand the positive and negative effects and the desired actions from management. The Behavioural concepts and theories of the leadership mainly focus on studying specific traits of the leader ( oran, Brightman, 2000)Two types of leaders Task Oriented Leaders mainly concentrate their behaviours on the organisational structure, the operating practices while looking to keep close control. They look at favouring behaviours which are in tune with Organising, with initiating, with clarifying and also with information gathering. People oriented leaders primarily focus on ensuring inner needs and concerns of people are met first. These leaders look at motivating the staff by focussing more on human relationship. They however manage to concentrate on the work and the results which these leaders achieve by different means. These Leaders with people concentration posses traits that are in tune with Listening, observing, encouraging, mentoring and also coaching. Through Psychodynamics, better known the dynamic psychology, in the broad aspect, is the approach towards the psychology which emphasizes the systematic study of the psychological forces that make of the human behaviour, the emotions, the feelings and their relation to early experience. A understanding is the behaviour of the salesman in the organisation where his reaction to the various achievements when he is rewarded and also at times he is unable to achieve his targets. The leadership approach underlying there to make the salesman motivated makes its impact. After motivation has personally witnessed Salesman in our organisation achieve double digit targets (Burnes, 2004). Teams /Groups are defined as number of people looking at completing the task together. Hence group identity is created. Largely people belong to Group membership by one way or other by nation, religion, sport etc. Therefore this Group membership influences the behaviour of individuals in different ways by providing a sense of identity and also security, helps develops a structure with including roles, establishing the norms and also expectations for members to conform, improves the output through the collective support which can result in also conflict with the other groups, communication of shared knowledge. I have seen myself taking pride in being associated with groups that provides me with recognition that is at my society, office or elsewhere. It creates the pressure to perform to achieve the groups norms which are rules about behaviour in the group that they set. Team work is a technique that organisations use to gain the benefits of the groups presence has on the individual behaviour. It affects the work in the organisation (Dessler, 2001). From my personal experience belong to a group which is having its feet on ground and are very practical oriented in life. From the organisations perspective have a team where we can take effective decisions, help each other to accomplish the tasks by helping each other. The above context also summarises the interdependence that myself experience which can be of the degree of Interdependence, pooled interdependence, sequential interdependence, and reciprocal interdependence depending on the various stages of operations and circumstances in life. Hence with understanding it is well understood that Team work enhances the end results. Dunbars and group norms This report reflects upon the personal views and the experience on issues relating to the Dunbars Number which are really a suggested cognitive limit on number of manpower along with those one really can maintain a positive social relationship. Its about relationship wherein an individual must know about each person and how they relate to every other (Hallinger, 2003). Therefore it is important to know the relationship and the limit to the number of individuals to work in the team. From my experience after undertaking a project we realised that too many people in that team were spoiling the project because of various issues that was because of motivation, proper coaching etc. Hence we downsized the number of people as it started fetching better results. This inspired me to have better leadership skills where effective communication is very vital. Having discussed task and relationship oriented leaders myself understood that it is better to maintain a relationship approach at the same time keeping the task on priority basis. Therefore it has to be combination of both as ultimately organisation grows if people within organisations grow. Hence it is vital to have group discussions (Beer, 2000). Having experience both a leader and also a follower these qualities are important for Leaders to be honest, inspiring, forward thinking and more so competent to lead while Followers need to be also honest, dependable, cooperative and also competent to perform the task. It is also important for Leaders to look at the influence where he should impact and also provide necessary freedom to the group. Hence he should Decide, Consult individually, and Consult the Group, Facilitate and then Delegate. Leadership traits After having understood and experienced it is these qualities like vision, strategy, decisions, challenges, teamwork, creativity, motivation and ambition are vital to work effectively in the organisation. It is therefore the very qualities that determine the job fitness for growth. It can also be the Type like realistic, investigative, social, conventional, enterprising and artistic with personal characteristics and their occupations which they suit to. Leaders behaviour towards the members can be in-group or out-group depending on his personality as I have experienced more of in-group in the various organisations worked providing Direction, Monitoring, Motivating, Support and also giving rewards ( Elving, 2005). It is important for leaders to have qualities that support change. The edgy catalyser to create change creates discomfort, visionary motivator energizes people by engagement, measured connector- sees the purpose and connectivity to help change, tenacious implementer who sets and plans deadlines and the needed progress to achieve, being a thoughtful type architect designs the strategies that lead to provide basis for change. Leadership Styles Having seen Leadership styles differ from person to person and also across organisations like Authoritarian, Delegative and Participative. Participative leaders bring positive environment, cooperative relationship, diversity that is valued, balance in participation, conflict management concepts, clear defined goals and roles, clear and also open communication methods, and finally effective use decision making capabilities. From my present experience in my organisation it is important be involved, take ownership and be committed to the job at hand (Peus et al 2009). Planned Unplanned change Unplanned change occurs because of lack of planning. Therefore it is vital to see the types and process of change like the planned, Unplanned, Evolutionary or Revolutionary. Its from the experience from my organisation to implements new technologies we faced this unfreezing, changing and freezing of the process and thereby helped its implementation (Crawford Nahmias, 2010). Leading change also reflects on the Leadership style, the flexibility in structure and the open organisation culture. We faced a lot of questions initially during the change and the organisation was encouraging to understand the concerns. Conclusion: Having completed the task and gaining a good and wide understanding regarding the very concept relating to change management and the leadership styles with its implications has been really worth and expect this study to help me in future to implement these areas of change in the various processes of the organisation that myself may work. This case study provides a valuable experience of the various tasks learnt by incorporating real life experiences. References Todnem By, R. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369-380. oran, J. W., Brightman, B. K. (2000). Leading organizational change. Journal of Workplace Learning, 12(2), 66-74. Burnes, B. (2004). Managing change: A strategic approach to organisational dynamics. Pearson Education. Chicago Dessler, G. (2001). Management: Leading People and Organizations in the 2131 Century. Hallinger, P. (2003). Leading educational change: Reflections on the practice of instructional and transformational leadership. Cambridge Journal of education, 33(3), 329-352. Beer, M. (2000). Breaking the code of change. Harvard Business Press. Elving, W. J. (2005). The role of communication in organisational change. Corporate Communications: An International Journal, 10(2), 129-138. Peus, C., Frey, D., Gerkhardt, M., Fischer, P., Traut-Mattausch, E. (2009). Leading and managing organizational change initiatives. management revue, 158-175. Crawford, L., Nahmias, A. H. (2010). Competencies for managing change. International journal of project management, 28(4), 405-412.