Business / Business Management And Leadership
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Autor: anton 10 May 2011
Words: 1169 | Pages: 5
The first thing I would do to make sure that the new organizational is structure is by looking at the each individuals, there tasks and the processes and functions is to make sure that there is a shared vision of what we are trying to establish and the same things and that we are looking at the same goal in mind at the end. The shared vision anchors the teamâ€™s governing ideas and principles and captures the objectives to be achieved. The shared vision guides the activities of the team and helps drive the team to achieve its mission and objectives. A shared vision facilitates working together and helps the team to attain unity of purpose among its members.
I would communication to the team that no team operates in isolation. A shared vision for the integrated team is critical to ensure that the teamâ€™s charter, direction, and activities achieve a fit with any larger project objectives or other interfacing teams. A teamâ€™s sponsor(s) or leader may establish the vision for the organization or project for which the integrated team is a part. An integrated teamâ€™s shared vision must be aligned with and support the achievement of the projectâ€™s and organizationâ€™s higher level objectives as well as its own. When one team falls short of or strays from its objectives and vision, it is likely to have a significant impact on the overall success of the project.
To make sure that we have a shared-vision context and it has to be both an external and internal aspect. The external aspect entails the objectives and interfaces of the teamâ€™s sponsor and overall organization, while the internal aspect is about aligning the group memberâ€™s personal interests and vision with the teamâ€™s mission and purpose. The shared vision must ensure a commitment of the integrated team members to both their team and to other interfacing teams and project responsibilities.
Aligning personal perceptions of the people within the team is an important part of understanding and accepting the shared vision. As such, a shared vision is usually not the product of one personâ€™s effort; however, the teamâ€™s sponsor(s) or leader may begin the discussion of the vision for a team. It is important that all integrated team members understand and commit to a shared vision. The team population should openly discuss and be given the opportunity to provide feedback on the vision and address inconsistencies and make revisions as appropriate. This openness creates a vision that belongs to everyone, provides an end-state view of the implementation of the teamâ€™s responsibilities, is the basis for the teamâ€™s charter, and is applied to all work. Benefits of a shared vision are that people understand and can adopt its principles to guide their own, as well as the whole teams, actions and decisions.
Here are some of the steps I would take to manage the transition from the old organizational structure to the new would be to learn how to describe the change and why it must happen quickly and clearly, plan carefully each detail of the change before implementing. Make sure someone is responsible for each task; that timelines are established; and care is taken to develop a clear communication plan. Determine (with the assistance of others if necessary) just who is going to have to let go of what â€“ what is ending (and what is not) in peopleâ€™s work lives and careers â€“ and what people (including the leader) should let go of. Take concrete steps to help people respectfully let go of the past. You can help by initiating â€œboundary eventsâ€ that demonstrate change has come; providing a constant stream of information; demonstrating an understanding and acceptance of the symptoms of grieving; and, protecting peopleâ€™s interests while they are giving up the status quo. Help your people through the neutral zone with communication (rather than simple information) that emphasizes concern for followers.
Make sure you keep reiterating the â€œ4 Pâ€™sâ€ of transition communication:
The purpose: Why we have to do this
The picture: What it will look and feel like when we reach our goal
The plan: Step-by-step, how we will get there
The part: What you can (and need to) do to help us move forward.
Find temporary solutions to the many temporary problems and high level of uncertainty that are part of the neutral zone. For example, one high-tech manufacturer, when announcing the closing of a plant, made interim changes in its usual reassignment procedures, bonus compensation plans, and employee communication processes to make sure that displaced employees suffered as little as possible, both financially and psychologically. You should create a transition monitoring team that can alert leaders to unforeseen problems â€“ and disband it when the process is done. Help launch the start of the new beginning by articulating the new attitudes and behaviors needed to make the change work. Then model them yourself, give people the chance to practice them, and make sure you reward those behaviors and attitudes when you seen them. For example, rather than announcing the grandiose goal of building a â€œworld-class workforce,â€ leaders of transition must define the skills and attitudes that such a workforce must have, and provide the necessary training and resources to develop them. Once you understand transition, you begin to see it everywhere. Many of the issues commonly addressed in leadership, learning and organizational development challenges are often a part of unfinished transiting. Effective transition leadership is not a drum- major-at-the-head-of -the-parade kind; rather itâ€™s give and take, person-centered and based on mutual trust. It lets people bring their fears and concerns to the surface quickly; reads the unique characteristics of the situation; and gives people what they need to let go of the old and embrace the new so that they can produce the results that the organization so critically needs.
New policies that you would implement that should begin right away to facilitate the change to the new organizational structure are to make sure that all managers should first list their existing goals, business practices, and ways of creating value for consumers. Current practices are then broken into constituent processes suggesting how they are accomplished. A process is "a structured, measured set of activities designed to produce a specified output ... a specific ordering of work activities across time and place, with a beginning, an end, and clearly identified inputs and outputs." A second list will describe new or target practices. Identifying the most important processes can be quite difficult, but certain guidelines can help. A key to success is "starting with the end in mind," that is, identifying the purpose or business objective of change, whether it is organizational learning, market share, flexibility, customer satisfaction, or something else.
Another guideline is to choose members of the redesign team both for their knowledge of functions essential to business objectives and their ability to secure support from these functions during subsequent phases.
8th Edition of Management Stephen P. Robbins, Mary Coulter
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