Management of Technological Organizations

Summary

In her article The Enduring Skills of Change Leaders , the author Rosabeth Moss Kanter talks about the elusive clan of change leaders . She says bold decisions of senior executives are often defensive in nature and do not necessarily imply growth in the long-term for the organization . They merely add to the anxiety that occurs with any sudden change . On the other hand , long term changes can be affected only through long marches - through continuous efforts of people throughout the organization . Real change happens when there is a change in behavior

of the employees and this is not under the control of the top management . Such a change can only be brought about by gradual sustained effort

Three factors are accelerating the need for organizational change globalization , information technology , and industry consolidation . There is a need for today 's companies to reach out beyond boundaries . And for this , organizations need to be more fluid , inclusive and responsive They need to absorb new ideas , manage complex information and respond to emerging opportunities

In the realm of industry consolidation , Kanter feels that partnerships joint ventures and alliances need to be taken slowly and care should be taken to get through cultural barriers and differences in strategy process or policy . To avoid value shattering conflicts these joint endeavors should be undertaken only after people at all levels have talked and agreed on shared goals

Change takes place in a continuous fashion on a day to day basis by learning and adapting , spreading knowledge and sharing ideas . This kind of change is facilitated by three factors : imagination to innovate professionalism to perform , and openness to collaborate . Forced change is perceived as a threat . When concepts , competence and connections are well developed in an organization , change is very natural and there is no resistance . Change that is forced upon people due to crisis is usually seen as a threat , not an opportunity . Deep change - which implies excellence in service , anticipation and meeting new customer requirements , and adopting new technology - calls for speed , agility intuition and innovation in organizations . And to achieve this deep change , leaders should be monitors of external reality . They should be sensitive to threats or opportunities in the marketplace , be ready to tap new ideas and be able to create channels for internal and external organizational communication . He should be able to instill passion conviction and confidence in others

Leaders should take charge of change rather than simply react to it . To achieve this they must do the following

Tune in to the environment : Leaders should actively collect information that suggests new approaches

Challenge the prevailing organizational wisdom : Leaders need to develop kaleidoscope thinking and try to see different patterns and different solutions

Communicate a compelling aspiration : Leaders should be able to create an appeal to people 's better selves , a call to become something more

Build coalitions : Change leaders need the involvement of capable people This is possible only when leaders are willing to talk about their plans to key influencers...