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Organizational Behavior is the inquiry and application of learning about how people, individuals, and groups perform, operate, and work in organizations. It accomplishes this by means of adopting a system approach (http://www. nwlink. com/~donclark/leader/leadob. html). Explicitly, it infers people-organization affairs in terms of the entire person, group totality, complete organization, and total social structure. Its intention is to put up enhance relations by attaining human goals, organizational purposes, and social goals (Kanter, 1999).
In such a milieu, the goals to effect change are influenced by several significant factors which are crucial to the overall results.
Hence, there are expected leadership behaviors that maintain momentum during the change process (http://www. med. umich. edu/medschool/staff/competency. html). A. Leadership Behaviors to Sustain Momentum Firstly, leadership has something to do with change, stimulation of ideas, enthusiasm and encouragement for the tasks, and influence. I wish to enumerate three vital traits, each one linked with a specific function for leaders (Beckhard, R.
1969). 1. The imagination to innovate To promote innovation, successful leaders assist in cultivating novel view, the ideas, paradigm, and applications of expertise that makes an organization distinct. During the course of the implementation this particular trait is important especially that there will be delays, resistance to the change process that normally occurs. A good leader is ingenuous to create something which will contribute to enhance and sustain the momentum. 2. The professionalism to perform.
Leaders offer personal and organizational capability, assisted by personnel preparation and education, to implement impeccably and dispense worth to ever more difficult and exacting customers.
There will be criticisms to come, many personal-all of which can possibly help if the leader knows how and what to do with them. He is a professional, and an important virtue that he should characterize is to be able to deliver and keep his cool whenever difficulties arise. 3. The openness to work in partnership.
Leaders create associations and linkages with partners who can enlarge the organization's contact, improve its contributions, or strengthen its systems. Since an organization is composed of people, this leader knows a lot about human nature and behavior in group settings so he can appropriately anticipate and plan as well as adjust to various personalities. B. Describe the elements of an organization’s culture and explain how they may influence successful implementation. Different models depict the organization’s cultural landscape.
Deal and Kennedy defined organizational culture as the way things get done around here. An organization’s culture is a fusion of collective history, specific morals and way of life, and customary manners and conduct. Awareness that all corporations have a cultural hub — the core of thinking, movement, power, or personal identity — is time and again an efficient way to initiate culture change. Johnson (1988) illustrated a cultural system, classifying several fundamentals that can be utilized to explain or control Organizational Culture.
These are: (1) The Paradigm: What are the Institution’s aims; what is its particular system; what is it accomplishing; what are the values. 1. Control Systems: These are the “rules and regulations” so to speak that aim to secure the overall goal of the Institution; it monitors what’s going on. “Role cultures would have vast rulebooks" because more reliance on individualism is rooted in a power culture. 2. Organizational Structures: This show the way how work flows through the business, the hierarchies and its accountabilities – it’s unified whole.
3. Power Structures: On what principle the power is based, who’s in charge, and how power is disseminated? 4. Symbols: The organizational logos and designs. This extends to symbols in parking spaces, executive lavatories, and to anything that might help assist anyone to enhance efficiency and expedite work. 5. Rituals and Routines: Includes how a company conducts Management meetings, do its board reports and the like which may no longer be necessary. 6.
Stories and Myths: foster and shape people and events, which communicate meaning regarding what is esteemed inside the group. These fundamentals possibly will intersect. Authority arrangement might depend on power schemes, which may perhaps take advantage of the actual routines that engender accounts which could not be possibly true (http://www. wiley. com/about/permissions/. ). Develop a strategy to deal effectively with organizational culture issues to ensure success of your plan.
Companies time and again encounter the mistake of evaluating culture either too late or not at all (Hiatt, J. 2006). Systematic cultural diagnostics can appraise organizational inclination to change, convey key concerns to the surface, recognize tensions, and identify factors that can distinguish and influence basis of leadership and disagreement and conflict. These diagnostic tools are the essential ingredients in place to spot the foundational principles, perspectives, behaviors, and insights that must be considered for successful change to take place.
They operate as the conventional baseline for planning major change rudiments, such as the recent shared vision, and assembling the procedures, arrangements and schemes necessary to impel change (Beckhard, R. 1969). C. Recommend post-implementation management practices necessary for the project’s continued success. Every organizational development program has one thing in common: its success depends on the efficacy of several cooperative efforts, instead of a few single or individual valiant efforts.
Constant and appropriate feedback from all levels in the organization is major component to continued success. Re-evaluation as a sustained effort cannot be underestimated. Re-establishing or setting in concrete the changes made through shared culture is a must. Furthermore, another important element is the recalling and sharing of the company’s vision (Lewin, K. 1951). The company should ascertain that members of the organization take ownership over what occurs in the institution where they belong.
This shared success can only be stimulated, stabilized and nurtured - subtly - by way of the working milieu’s ethical-cultural surroundings, with management as its support. When managers are advocates of tasks, a number of things get done. When supervisors are campaigners of development programs, some added things get done. However, when leaders stand up for the culture, a good deal even more takes place. The tasks, the programs, the excellent passage over time, and the organization, all thrive, and the institution actually changes itself into a superior quality venture.
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