Leadership and Change Management
Organizational leaders discuss change. They follow up with plans for process improvements in customer service, manufacturing, or supply chain management. From subordinates, management looks for enthusiasm, acceptance, and commitment (Strebel, 1996). However, the workers may be less than enthused. "Communication breaks down, implementation plans miss their mark, and results fall short" (Strebel, 1996, ¶1). This kind of reaction from the employees happens so often that research needs to be performed in order to discover the underlying problem. After all, "leading practitioners of radical corporate reengineering report that success rates (of change) in Fortune 1,000 companies are well below 50%" (Strebel, 1996, ¶1).
The following sections will discuss some of the key concepts that may hinder, help, or influence change management techniques: handling resistance to change, forces of change, leadership styles, and goal setting. After comparing and contrasting companies that have managed change, as well as companies with effective leadership and goal setting skills, a synopsis of each company will follow.
Key Concepts
People are creatures of habit, and persuading individuals to try new processes is difficult. Because of this human characteristic, most employees are not eager for changes in the workplace. Managers need to learn how to handle resistance to change for success. Decreased employee loyalty, achieving corporate goals, and misuse of funds and resources are all outcomes of resistance to change (Kreitner & Kinicki, 2004).
Individuals have a predisposition toward change. This predisposition is learned from childhood. Patient, flexible, and understandin ...