Organizational Design For Performance Growth

Leadership will be defined as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task” (Chemers, 1997) and management will be defined as the process of “working with and through other people to accomplish the objectives of both the organization and its members” (Montana and Charnox, 2008)

Leadership, according to John Kotter, is about “coping with change” (Kotter, 1990, p. 4). By this definition, leadership can be considered the product of change and the different ways that response to this change directs future

The purpose of this framework in addition to maintain process perspective to leadership, is simplifying the structural complexity of previous process models in order to make it easier to use research mix methods and quantitative measurement for applied research. Leadership is also considered as a separate process from the leader and the center of gravity of the multiple relationships

Philosophers have identified three key perspectives to organization: rational, natural, and open systems. Each of these perspectives include key development for organizational design. They each also exemplify developments of the science of organization. Modern organizational theory can be described as a combination of these three main perspectives (Scott, 2003). This presentation will compare the rational and natural approach with suggestions of restricting to the natural perspective for our current organization.

Being in a leadership position doesn’t always make you a leader. It’s what you do, and how you act while you’re in that position that makes you into a strong leader. Making a distinction between the terms "leadership" and "management" has been an ongoing focus of organizational behavior authors. John Kotter (1990) argues that management focuses on coping with complexity through the use of the basic managerial functions of planning, organizing, and control. Robert House and R. J. Aditya (1997) link the concept of management with the use of formal authority that arises from a person's organizational rank. In contrast, leadership concentrates on coping with change and providing guidance. Leaders establish direction by communicating

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction (Kotter 1995). Change leadership is critically important to the continuing success of organizations everywhere. An interview was conducted with a change leader to discuss and learn about her change leadership experiences. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

Organizations depend on the management and leadership skills of individuals in order to be successful. Leaders do not have to be managers but are equally important. Leaders are individuals who possess traits, behavior and abilities to influence others to accomplish tasks and other needed objectives for the company. Leadership is defined as “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization. . . .” (House et al., 1999, pg. 184).

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction – that is, creating and achieving a vision – leadership is thus a process to do with change (Kotter 1999). Change leadership is critically important to the continuing success of organizations everywhere. Tennant Company understands and invests in change leadership by employing a Sr. Organization Development Manager named Annelise Larson, M.B.A. whose efforts includes setting direction, developing strategies, and leading initiatives through organizational change efforts. An interview was conducted with Annelise Larson to discuss and learn about her change leadership abilities. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

Leadership, according to theorist John Kotter, “…is about… coping with change” (Kotter, 1990, p. 4). By this definition, one should consider leadership to be the product of change in context and the ways in which the response to this change informs strategy. “Leadership is…a set of traits, qualities and behavior possessed by the leader that encourage the participation, development, and

Contrary to popular belief, the terms leadership and management are often thought of as hand in hand, but in retrospect they both have very strong different meanings and are not the same. There are some similar characteristics that can very much persuade some that they align in the same manner. They can be notably known as terms that are used interchangeably in the business world. “Management is a function that must be exercised in any business, whereas leadership is a relationship between leaders and led that can energize an organization” (Maccoby, 2000).

Leadership is about inspiring the confidence and support of people needed to achieve organisational goals, a dynamic relationship between leaders and group members and the facilitation of contribution (DuBrin 2016, p. 3: McShane and Von Glinow 2013, p.351). Kotter (1992, p. 102) draws a distinction between management and leadership, saying the former deals with getting things done while the latter decides what to do and why, but in practice they overlap and complement each other.

While there are many academic models depicting the growth stages of a company, management guru Tom Peters strongly suggests several real-world ways for companies large and small to achieve organizational growth. The business press routinely reports on the activities of companies employing these suggestions.

The weight of research and insight into organisational design is heavy and growing. Michael Goold and Andrew Campbell cut through the complexity and emerge with a new approach to organisation design which includes a rigorous framework for design choices based on nine key tests of organisational effectiveness.

Over the past decade, a common belief has been institutionalized in today’s society regarding organizational success. For a company to excel, it must strive to grow at all cost. In the short run this is applicable, however in the long run the concept of growth can lead to a decline. To remain competitive within in the market, it is essential that the company strategically plans this expansion without omitting any of the primary or secondary entities of an organization. Knowing how to manage growth, whilst standing by initial official goals, not only operative goals. Through the right planning, strategy and implementation, growth can have a prosperous outcome. (Daft & Armstrong, 2014)

Leadership is different from management and their functions are totally different based on their fundamental philosophies, outcomes, and functions (Toor and Ofori, 2008, p.63). The conceptual distinction of leadership according to Toor and Ofori (2008) is a process that composed of vision, motivation, and actions of the leader that empower the followers to realize common goals (p.64). They further stated that the purpose of leadership is to provide direction and bring about change (p.64). For Zaleznik (2004), leadership uses power to influence the beliefs and actions of other people (Zaleznik, 2004). He further stated that “Business has contributed its answer to the leadership question by evolving new breed called managers” (p.74).