Leader's Most Critical Competency: The Growth Of A Company

Businesses are facing a dichotomy between wanting to chalk out an all-time structure and strategy for their organization, and recognizing that their world is in a constant state of flux [3]. For most of the 20th century they were largely focused on the static elements of this dichotomy. However, in the last decade changes have become more frequent and more dramatic, so much so that a whole branch of management is now devoted to the subject of change itself.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Hence, in today’s global and dynamic environment marked with hyper-competitive and volatile markets it is widely recognised that an organisation’s ability to manage change quickly, productively and positively is a critical driver of organisational success (Cope, 2009; Gilley, Gilley, & McMillan, 2009; Gilley, Godek & Gilley, 2009; Turner-Parish, Cadwallader &Busch, 2008; Appelbaum, Claude, Nadia & George, 1997). However, despite the overall agreement that change is

Businesses have to adapt to the ever-changing economy. It is not much of a choice for business leaders to change elements of their organization to stay in competition with their peers. The hardest part, most of the time, is changing the people in the organization to develop the necessary outcome or goal. As a business leader getting rid of people or changing their job specifics is one of the many responsibilities they have to be comfortable performing. Organizations have to take into consideration their competitors, customers, shareholders, employees, and the community to make decisions. Change is an aspect that many people are afraid of. In the new millennium, organizational leaders have to embrace

Change that is frequently unanticipated and is forced on the organization. In a research conduted by Helfat, C. E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., & Winter, S. G. (2009). Modifications in government and alterations in the economy can occur on the spur of the moment. Responsiveness to sudden change requires sacrifices made by the employees for the benefit of the organization. Both arranged and unplanned types of progress in organizations require leaders to be well-equipped to adjust accordingly.

Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.

For any business in the rapidly evolving world of business, planning and implementing successful organizational change is indispensable. Essentially, organizational change refers to a process whereby an organization strives to optimize performance in order to achieve its ideal state characterized by high performance and profitability (Côté & Mayhew, 2014). Any business would be more likely to lose its competitive edge, as well as fail to meet the demands of its loyal consumers if it doesn’t plan and implement change. Weiss (2012) emphasizes that all organizations ought to embrace change, and it’s imperative to note that successful organizational change doesn’t involve simple process of adjustments; instead it requires appropriate change management capabilities.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Change management is the process of continually renewing an organization’s mission, structure and capabilities to serve the needs of external and internal culture. At the operational and strategic level of continually successful organizations, the change manager should have no doubt about the organization’s ability to identify where to focus energy or how to manage the change required to reach its potential (Palmer, Dunford, & Akin, 2009). In regards to the importance of the organizational change, effectively determining its catalysts is a defining management skill. Organizations need to be sensitive to the need for change to thrive (Readers ' Forum, 1996). Present and future needs inside and outside an organization are consistently evolving. The organization management structure must have a clear and profound understanding of change catalysts and have the ability to respond to the catalysts on a priority basis (Greve & Taylor, 2000).

This book presents an array of practical procedures which can assist the prudent practitioner in preparing for change and how to handle all of the up’s and downs which accompany change. The two strengths in this book revolves around asking the right diagnostic questions which pave the way for change and the many characteristic of leaders who lead.

Change is a basic part of life. Leaders, whether it be the CEO of the company or you, must anticipate forces that will cause changes, identify opportunities that will require changes, react to unforeseen events that make changes imperative, and work with others to overcome the predictable reactions to change, which almost always include some amount of resistance, often to a significant degree.

Organizational change encompasses many challenges to both the individual, and the organization. An organization is a living system, as Flower (2002) states “living systems cannot survive without change, challenge, variety, and surprise” (Flower, 2002, p. 16). An organization requires the ability to adapt in to survive as Darwin states in The Origin of Man, “It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change” (Read Me First, 2013, p. 1). It must adapt to the changing market, global economic pressures, stakeholder demands, and the diverse needs

Real change leaders are not found among the top executives within an organization. Although, top executives participation is important to change within an organization, the real change leaders are middle and frontline managers, and he or she influence how the majority of people perform within the company. "The most difficult aspect of major change has little to do with getting the right concept, core process redesign, or even a team at the top. Major change lies in changing the people system – the skills and behavior of hundreds of employees down the line. Major change relies

The purpose of this book is to make us see that nearly all-operating prescriptions for creating large-scale corporate change are nothing but myths and that changes do not happen from one day to another by a miracle, the change from good to great is the result of a successful plan who

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.