Leadership And Change Management Mba 520 University Of PhoenixEssay Preview: Leadership And Change Management Mba 520 University Of PhoenixReport this essayLeadership and Change ManagementMBA 520University of PhoenixLeadership and Change ManagementIn a free market economy, it is a given that there will be change. The manner in which this change is implemented can play an enormous part in the success of an organization. Change management “describes a structured approach to transitions from a present to a desired state, in individuals, teams, organizations and societies” (Wikipedia, 2006). The organizations leadership must identify the challenges associated with implementing the changes and facilitate a smooth transition. The following paragraphs examine some of the challenges faced by major organizations and detail their responses.
Leadership and Change Management (PBS)
PBS is the only field of study where a significant element of managerial function is experienced by an employee. Â
PBS is characterized by a highly integrated set of analytical process features that lead to a more refined, efficient, and flexible leadership-focused approach that delivers the highest level of organization effectiveness. This style of organizational growth often manifests in organizational transformation, in business organization growth, in business management development, in business services and strategic investments, the development of strategic plans for the future, and in management training and leadership development.
Research shows that in all the professional organizations, top employees (and the best managers) can learn to be leaders by learning, applying, and delivering at all levels of organization structure. The best managers are the ones who are able to focus on individual responsibility, focus on growth. This approach of group decision making and planning is consistent with the growth that the top workers face. This is the essence of success in a changing business environment.
There is no such thing as a CEO without a strong system and structure. At some stage in the process of building a structure, it is important to find and build at least some of the features that lead executives, and the structure they wish to develop. In our study, we looked at top management skills of executives and their managers, leadership group strategies, organization goals and practice, organizational governance, management objectives and objectives, executive planning, and organizational decision making skills. These group skills help CEOs find common ground on issues that affect most organizations and motivate them to continue improving. We also found that top management practices help executive decision making to become a more effective leader.
In our study, however, we found that the structure of individual leaders and their leadership group dynamics (and this is more apparent than in our case) only help those executives who can be very good leaders — they usually are more likely to have a strong leader to support them, because they are more likely to believe that the organization is improving. As leadership group tactics change, leaders have to maintain and improve these group tactics and learn to adapt and adapt.
Leading teams are highly motivated, but in the end we conclude that the top executives with the most experience in organizational management will have the strongest leaders in the organization regardless of how they move on to their next initiative.
The current leadership strategy for top organizations should focus on the following goals:
To gain greater organizational success in leadership positions. This is achieved mainly by improving organization outcomes. Â In this strategy, the best leaders will lead the company in many of its key performance areas, and this will translate into greater company gains, for example, by improving the team’s ability to develop new organizational processes for improving the company’s overall performance.
Leadership-Leadership Partnerships
Leaders must be able to maintain and enhance their company’s organizational development and growth performance over the long term. To achieve this, leaders must have solid relationships with their organizational partners, who will serve to provide them with valuable data to help develop and implement the organizational strategy they want, and to contribute in a timely and transparent manner to building relationships with new leadership.
Leadership partnerships are in practice more complicated: leaders must have more resources, and they must also be able to provide leadership services that are both effective and timely. Leadership-Leadership Partnerships are two of
Leadership and Change Management (PBS)
PBS is the only field of study where a significant element of managerial function is experienced by an employee. Â
PBS is characterized by a highly integrated set of analytical process features that lead to a more refined, efficient, and flexible leadership-focused approach that delivers the highest level of organization effectiveness. This style of organizational growth often manifests in organizational transformation, in business organization growth, in business management development, in business services and strategic investments, the development of strategic plans for the future, and in management training and leadership development.
Research shows that in all the professional organizations, top employees (and the best managers) can learn to be leaders by learning, applying, and delivering at all levels of organization structure. The best managers are the ones who are able to focus on individual responsibility, focus on growth. This approach of group decision making and planning is consistent with the growth that the top workers face. This is the essence of success in a changing business environment.
There is no such thing as a CEO without a strong system and structure. At some stage in the process of building a structure, it is important to find and build at least some of the features that lead executives, and the structure they wish to develop. In our study, we looked at top management skills of executives and their managers, leadership group strategies, organization goals and practice, organizational governance, management objectives and objectives, executive planning, and organizational decision making skills. These group skills help CEOs find common ground on issues that affect most organizations and motivate them to continue improving. We also found that top management practices help executive decision making to become a more effective leader.
In our study, however, we found that the structure of individual leaders and their leadership group dynamics (and this is more apparent than in our case) only help those executives who can be very good leaders — they usually are more likely to have a strong leader to support them, because they are more likely to believe that the organization is improving. As leadership group tactics change, leaders have to maintain and improve these group tactics and learn to adapt and adapt.
Leading teams are highly motivated, but in the end we conclude that the top executives with the most experience in organizational management will have the strongest leaders in the organization regardless of how they move on to their next initiative.
The current leadership strategy for top organizations should focus on the following goals:
To gain greater organizational success in leadership positions. This is achieved mainly by improving organization outcomes. Â In this strategy, the best leaders will lead the company in many of its key performance areas, and this will translate into greater company gains, for example, by improving the team’s ability to develop new organizational processes for improving the company’s overall performance.
Leadership-Leadership Partnerships
Leaders must be able to maintain and enhance their company’s organizational development and growth performance over the long term. To achieve this, leaders must have solid relationships with their organizational partners, who will serve to provide them with valuable data to help develop and implement the organizational strategy they want, and to contribute in a timely and transparent manner to building relationships with new leadership.
Leadership partnerships are in practice more complicated: leaders must have more resources, and they must also be able to provide leadership services that are both effective and timely. Leadership-Leadership Partnerships are two of
Apple – Andrea GoddardAt Apple, it is the people within the organization, not the money or computers, which are innovative and keep Apple successful. As Steve Jobs, CEO of Apple says, “Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. Its not about money. Its about the people you have, how youre led, and how much you get it.” (Linzmayer, para. 6, 2007). Jobs understands the impact that employees have on an organization and has used this knowledge to guide the corporation.
This charismatic and transformational leadership has helped Apple to achieve success and remain innovative. Being opinionated and visionary has not always led to success as Apple fired Jobs in 1985 for this behavior. It is this same behavior that led to his rehire in 1997 (anon. 2002). Jobs demonstrates how a leader can change things how things are done by developing a new and appealing vision of the future. This vision and mission set the stage for change and then the teams implement necessary changes.
Boeing – Daeron LockettBoeing has enjoyed enormous success in the field of aviation. The 737 Jumbo Jet actually accounts for more than forty percent of worldwide commercial jet sales. The entire airline industry suffered devastating losses from the 9/11 tragedy in the United States. Along the way, Boeing had to institute a great deal of change to handle cut-throat competition. In addition, an earthquake destroyed a major building at its manufacturing facility in Washington. By account of surveys, there was a big disconnect between aircraft designers and those that actually assemble the crafts.
Part of the response came as a direct result of the earthquake tragedy that at their manufacturing site. Office space was at a premium, so many of the designers were set up offices in the manufacturing plant (Price, 2004). This was a source of resistance as many of the white-collar workers considered their office jobs a badge of distinction. During the 90 days that the designers were in the plant, they were able to analyze the processes and tools to implement the design. What emerged was a revelation to both sides that things are completely different. In fact, so many successful ideas flowed freely between designer and manufacturer that many did not want to leave the plant after alternative offices had been set up.
Like many large organization, Boeing suffered from vertical and horizontal communication problems. Some of the ideas instituted as response include:Open plan workspaces and common areasCommunal cafes with mini-libraries and Whiteboard systems and lounge seatingA wide boardwalk joining the factory and offices for impromptu meetings and discussions, emblematic of a more unified work forceProductivity increased dramatically thanks to the communications changes. Productivity increased by 50%, and the time it takes to build a 737 decreased from 24 days to 12.
A simple facilities change grew into a great deal more as some engaging ideas, which was new communication between manufacturer and designer, flowed freely for 90 days. The result was changes to the entire organization.
General Electric (GE) – Tools for change management – Sandra WelchGeneral Electric (GE) understands the need for flexibility, constant change and innovation to succeed. GE has adopted cultural and developmental programs to help the organization foster the cultural change process. In 1988, GE developed a Work-Out process that helped multidisciplinary teams to ensure that the each process teams were using were the most efficient and comprehensive (GE, 2007). The strategy of the Work-Out team was to start evaluating the more obvious processes (“low hanging fruit”) that employees did not understand and/or did not make sense. The Work-Out program resulted in a more efficient process with many groups doing more work with fewer resources (GE, 2007).
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• a new technology that is affordable and effective for all levels of government – public and private; • improved productivity, quality outcomes, and reliability. (Click to Read More or Subscribe.) World Power Institute’s World Power Institute is a highly successful nonprofit that helps empower millions of Americans through their leaders’ actions and actions- by providing a combination of high-tech and cost-effective change management tools to meet the needs of the U.S. economy, World Power Institute can meet the future needs of 1.5 million new employees by focusing on: • new, quality and sustainable energy alternatives to conventional fossil fuels; • improved health outcomes by reducing the impacts of climate change by 40% and 40% over the years; • increased economic opportunity by reducing the cost and time investment for developing our own renewable energy technologies; and • improving the quality of the environment through investments in energy efficiency, low carbon, and renewable energy technologies, as well as new and proven technologies related to climate change and resilience to changing climate and natural trends. (Click to Read More or Subscribe.) World Power Institute’s World Power Institute is an award-winning private sector organization, dedicated to bringing change to our nation’s social health and economic system. By providing a combination of high-tech and cost-effective change management tools to meet the needs of the U.S. economy, World Power Institute can meet the future needs of 1.5 million new employees by focusing on: • new, quality and sustainable energy alternatives to conventional fossil fuels; • increased health outcomes by reducing the impacts of climate change by 40% and 40% over the years; • increased economic opportunity by reducing the cost and time investment for developing our own renewable energy technologies; and • improving the quality of the environment through investments in energy efficiency, low carbon, and renewable energy technologies, as well as new and proven technologies related to climate change and resilience to changing climate and natural trends. (Click to Read More or Subscribe.)
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The Change Acceleration Process (CAP) is another program that GE has implemented in order to affect change for the organization. CAP is a guide for employees to drive effective change and gives tools to the business teams that encourage dialogue. This process increases success and acceleration of organizational change efforts (GE, 2007). GE also uses other tools for employees to ensure quality process and effective change management like the Design for Six Sigma (DFSS) training. DFSS gives the framework for teams to refine and improve process so that employees and customers realize the best results (GE, 2007).
GE also has an Experience Commercial Leadership Program, (ECLP), which provides mentors for up-and-coming leaders for GE (GE, 2007). Senior leaders within GE mentor other leaders in order to share their best practices and develop their skill. This program also allows people to take their experience and training to different levels and different parts of the organization to increase their skills (GE, 2007). This also gives leaders a variety of opportunity to explore different aspects of GE.
Green Bay Packers- Vince Lombardi – Sandra WelchIt was leadership in the face of adversity helped the Green Bay Packers realize success. In 1958, the first year with the organization, Vince Lombardis leadership transformed the team that had only won one game the previous year to success within three years (vincelombardi.com, n.d.). Lombardi “brought direction, enthusiasm, and the impetus to succeed. He has the remarkable ability to put people ahead of the organization, allowing each individual