Examples Of Implementing Alternative Solutions

Maddern, J., Courtney, M., Montgomery, J., & Nash, R. (2006). Traditional and emerging organisational designs (2nd ed.). Marrickville, Australia: Elsevier Australia.

Structure is the basis through which an organization seeks to create control the direction of an organization. This is completed through clear definitions of the allocation of work, differentiation, and the coordination of having those responsibilities working together towards the efforts of the organization, integration (Bolman & Deal, 1993, pp). Through these methods, the organization is able to devise a division of labor that collaborates to bring about the missions and goals of an organization. The structure that comes about from this can be varied in their rigidness and flexibility it allows, and to an extent this is a great contribution to its success.

Once implementation is under-way the results of the new change to systems and structure must be under constant observation. Change never looks exactly like the expectations of the strategic plan and affected individuals will not always respond as expected, either. Leaders must examine and evaluate target objectives revealing if change is reaching desirable results for the organization.

Organizational change is a necessary outcome when considering various scenarios contributing to the resulting vision. Perplexing as it may seem, change initiatives don’t always result in positive outcomes. In fact, many never succeed. As a change agent, one should always have formulated a vision of what change will “look” like for the organization. One would be hard pressed to paint a landscape without having a vision of what the landscape should resemble. Yet, resistance to change usually becomes a significant factor contributing to an initiative’s failure. It is likely an

“If we understand change better, we will be able to influence (but not control) it for the better” (Fullan, 2014). When change in a culture is in effect, the organizational culture tends to be unsettled. This may seem like an inopportune time for our staff to be unsettled, but this is the best opportunity to identify and create breakthroughs (Fullan, 2014). When analyzing the structure for a change initiative, strategic planning must first take place. What problems are foreseen or obvious? Are there

THEME TWO: The change of value regarding human resource to the organization coupled with technology is shifting the design of organizations towards “boundaryless” and flat organizational structures.

The book Influencer tells us that attempts at implementing change initiatives often fail for 3 reasons. One – fuzzy, un-compelling goals; Two – infrequent or no measures; and Three – bad measure. Some would say that experiencing this is not a privilege, however I will say that I have had the privilege to experience a management change initiative fail first hand in the recent future. Not privileged in the fact that it was a great experience to be in the middle of, however it did provide for a boundless learning environment, showing me exactly how to not go about the process if I aim to be a successful leader. In this paper I will explain the change initiative and how management failed in all three areas listed by the authors, along with one more reason I feel the initiative failed.

Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.

The transformed organizational model is quite different and the operating process is quite different. Figure below gives us insight into why interconnecting the stovepipes is a better option. We redisplay the organization in 'link patterns' and we see a totally new perspective. By adding the horizontal ties we have transformed a simple hierarchy into an interconnected group. Recent research by psychologist Patrick Laughlin of the University of Illinois shows that groups outperform even the best individuals in decision making. Intelligence information is rarely clear or complete -- a key reason for having many perspectives and diverse experiences for cross-pollination and sense-making. (Organizational Hierarchy, page 1 para. 10)

Where is the organization headed? And how does the organization arrive there? In addition, organizations become capable of assessing opportunities for improvement and success. For instance, for years health care systems have known that soon enough we will need to plan for changes in health care (i.e., electronic medical records, aging population, healthcare professional shortage). Therefore, according to Zuckerman (2013), “failing to plan for these or postponing action to mitigate them could weaken a health organization to the point where survival is not possible.” An excellent example of avoiding the inevitable is the case of the National Institute of Health (NIH). The NIH is facing a critical need for change (Lena, 2016). In fact, deficiencies in the system provoked a need for change in the way they operate as it relates to patient safety and patient outcomes. In fact, results from a study showed a need for a leader that is experienced, who not only focus on research but ensuring quality in all hospital operations (Lena, 2016). According to the NIH, this leader must focus actually on developing effective patient safety standards, and processes for compliance and oversight (Lena, 2016).” Reaching these standards is possible if there is a plan in place to support the change. Without planning and accountability, the NIH can perceive itself in a similar position in 20 years. In

The change leaders must constantly evaluate the effectiveness and the cost throughout the LAST program implementation processes. If the practice change did not provide any significant improvement or did not meet desired outcomes, additional steps should be taken immediately, such as gathering additional research to guide practice decision. If the costs overweight the benefits, the LAST program will fail.

lead change initiatives which could lead to the change process to become challenging as there may be a

Presently, I am the type of leader whose cognitive preference dictates a need for moderate levels of structure when working on a team. I am more of an adaptor than innovator. It is not to say I am incapable of

Linda Hill teaches Business Administration. She is a professor at Harvard Business School. She is considered an expert in the art and the practice of leading the innovation. In this short video, Linda Hill has discussed the management of the collective creativity. In her discussion, she pushes for the collective creativity as for the problem solving rather than attempting to prove who was at right position as compared to the other. Also, she explains the reason why the great leadership is not exactly what leads to innovation. Instead, the innovation leads the great leadership.

Just as the pin factory example showed, the one task of creating a pin was broken down into multiple roles/subunits (Horizontal Differentiation) and just as these tasks can be simplified and more efficient by dividing them into roles and subunits, they need to people coordinate them. These people can range from a simple manager of a subunit, all the way to the owner of the organization, creating an organizational hierarchy (Vertical Differentiation). When these processes and forms of coordination work together, this is what drives the building of the organization as a whole. The extent of which is determined by the organizations structure.