The Leadership V / S Management

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3.2 Leadership V/s Management: Chenhall and Euske (2007) articulate that the primary component in effectively integrating change is the effective leadership demonstration accompanied by the genuine authoritative values and cultures. Their perspective implies that an effectual procedure can be instituted if the change includes a specialist, learned, act oriented and logical approach in the direction of the organisational mechanism. Along these lines, a sustainable change is the indication of compelling administration and authority of the association. 4.0 Diagnosis of the Problem: Internal & External Factors: Most of the workforce and customer base were lucid about the struggle but there were no outlines of proper communication to…show more content…
Figure 7: Shared Vision (3 Phases) Source: 5.0 LEGO -The Survival Story under Changing Environment: Here the sustainable change management of LEGO starting in 2004 is assessed and reviewed based on mainly data collected from interviews with the executive management team, key managers in the process, business articles and journals. Kotter’s (2007) framework is used as a reference, and limitations applying this framework are discussed from a sensible realistic perspective. Proposals when applying the concern structure on a realistic setting are made; this paper hopes to motivate the scholastic judgment concerning transformation, change processes and sustainability. 5.1 Change Management: Today 's business surroundings require companies to undergo changes almost frequently if they are to remain competitive. UK academic Burnes (1996) reflects that controlling organizational change is the process of planning and implementing change in organizations in such a way as to minimize employee resistance and cost to the organization while simultaneously maximizing the effectiveness of the modify attempt. This is about propelling from one state to another, particularly from the complicated position to the settle position (figure 8). Critics argue that massive uncertainty associated with this method is recognition of staff, employee, and stakeholders (Jung, 2001). Figure 8: Change Management Process Source: 5.2
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