Leadership and management is an ever-changing world. The word “leadership” is quite recent and did not emerge until the early nineteenth century in governmental writings and before was known through titles of sovereigns who were distinguished from the public. Society did the distinguishing of the authorities, which creates one individual over another and a hierarchical leadership from top to bottom or vertical ranking. The development and movement of information systems and communication are increasing universal decisions for society that such thinking is unfair (Bass, 1990). Measuring individual performances driven by processes, functions, and activities are not the everyday norm to a person’s daily workload anymore. The new contemporary leadership-based theories in leadership roles create sounder business outcomes. These theories do not consist of the separation of leaders and society but combines strategies of both with a horizontal outlook for success (Porter-O’Grady & Malloch, 2007). The direction and focus is how the internal business culture influences the leaders and the leaders influence the culture. These theories are separate yet interchangeable, and intertwining theories analyzing relationships with partners, suppliers, employees, patients, and competitors creating sustainability within an organization (Smith, n. d.). The following will focus on defining the steps of the organizational change process, a manager’s role and accountability to implementing departmental change, and handling resistance to change. Steps of Organizational Change Process
The organization instigates change processes when there is motivation and purpose for adjustments. Sometimes change is driven by external influences such as consumer and patient requirements, economic circumstances, restructuring, or leadership modifications. Sometimes the influence is internal. New information systems, increase in growth, a remodel, staff replacements, or a need for nonstop development and revenue are a few examples motivating change. A system to the approach of change is motivation, assessment; planning, implementation, evaluation, and either choice of adoption or adjusting change processes (Dale Carnegie & Associates, Inc., 2011). Leaders embark on a systematic detailed process of analyzing and assessment to determine the opportunities for change outweigh the risk associated to the strategy for change. Leadership asks informative and influential questions regarding the change process. Assessment includes exploring 1) What is the change process going to cost the organization? 2) What are the possible benefits for the organization and staff members in the change process? 3) What are the threats to the organization and staff members in making and not making a change? 4) Review plan and adjust if need. Strategies and plans go into developing for implementation of change. In planning it is important the foundations of the strategy are constructed and established. Organizations with poor establishments are doomed to fail (Dale Carnegie & Associates, Inc., 2011). Planning includes 1) Strategies for the effect on the organization’s internal systems largely affected by the change. 2) Strategies for the effect on the individuals largely affected by the change. 3) Step-by-step strategy incorporating change into the systems of the company. 4) An adjustment and review strategy measuring the outcomes of the change processes. 5) Review plan and adjust if need. Depending on the size and type of change, implementing can be either slow and steady or quick and rushed. Staffing layoffs, for example, take little time but information and reorganizing systems can happen over-time. In this section of the change process it is critical that the leaders follow through with open and honest communications to the individuals involved in the change (Dale Carnegie & Associates,...
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Dale Carnegie & Associates, Inc. (2011). Change Management.
Retrieved from http://www.dalecarnegie.com/assets/1/7/DaleCarnegieChangeManagementGuide.pdf
Derby, E. (2006, January). A Manager’s Guide to Supporting Organizational Change: 10 Lessons Learned. Cross Talk.
Retrieved from http://www.crosstalkonline.org/storage/issue archives/2006/200601/200601-Derby.pdf
Porter-O’Grady, T., & Malloch, K. (2007). Managing for success in health care. St. Louis, Mo: Mosby
Retrieved from The University of Phoenix eBook Collection database.
Smith, E. (n. d.). Historic Ideas into Contemporary Leadership Theories.
Retrieved from http://cnu.edu/leadreview/archives/vol3iss1_smithtapscott.pdf
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