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Participative Management And Change-Oriented Leadership   Leadership & Ethic for Managers        Unit 4 Group Project     ...
Participative Management And    Change-Oriented LeadershipPresentation Overview           The purpose of this presentation...
Participative Management And          Change-Oriented Leadership    Participative schemes and            Leadership   Emp...
Participative Management And         Change-Oriented LeadershipParticipative Management   The role of culture   The lead...
Participative Management And                  Change-Oriented Leadership               Advantages and Disadvantages of    ...
Participative Management And                 Change-Oriented Leadership            Expected Behaviors during the Change-  ...
Participative Management And         Change-Oriented Leadership    Expected Behaviors during the Change-      Oriented Lea...
Participative Management And             Change-Oriented Leadership                 HTI Achieving ChangeVisionary Leadersh...
Participative Management And                 Change-Oriented Leadership                    Exemplary LeadershipThere are f...
Participative Management And            Change-Oriented Leadership                Implementing ChangeNecessary steps for i...
Participative Management And                         Change-Oriented Leadership            Activities leading to successfu...
Participative Management And         Change-Oriented Leadership                     ConclusionIn this presentation we dis...
Participative Management And                         Change-Oriented Leadership                                           ...
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Participative Management and Change-Oriented Leadership

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  • When an organization doesn’t meet its stakeholders’ needs and expectations, the cause may not be a misguided strategy or vision. Instead, underperformance is often the result of a misalignment of the company’s strategy and its many complex, interacting organizational parts. To address such situations, Strategy& designs new operating models, based on market economics and customized to deliver against shareholder expectations, customer needs, and the relationships among the constituencies in the organization’s extended enterprise. Tailored to meet a company’s particular situation, a new operating model typically includes any or all of the following elements: •Market-like mechanisms for allocating scarce resources •A decision-rights framework that clearly identifies and motivates individuals to work, individually and together, toward strategic objectives •Profit-accountable business units formed around distinct value propositions •Overhead optimization and outsourcing based on market models to serve internal clients responsively and competitively •Lean and strategically focused head offices •Alliances and partnerships with best-in-class providers to leverage scale, access expertise, and increase flexibility •Linkages among organizational elements that measure, inform, and motivate them to effectively work together to execute the firm’s strategy •Defining the people requirements of the new operating model as well as designing the initiatives to make fundamental change happen
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Transcript of "Participative Management and Change-Oriented Leadership "

  1. 1. Participative Management And Change-Oriented Leadership Leadership & Ethic for Managers Unit 4 Group Project July 04, 2010 Broadaway, Antwan; Figueroa, Ricardo; Gatlin, Kenyatta; Imbo, Samuel & Zevallos, Edmundo
  2. 2. Participative Management And Change-Oriented LeadershipPresentation Overview The purpose of this presentation is toanalyze and discuss the change process. This researchalso talks about some elements necessary tosuccessfully plan and implement change within anorganization, and also talks about the way followersview it.
  3. 3. Participative Management And Change-Oriented Leadership Participative schemes and Leadership Employee participation benefits When to use Participation When not to use participation
  4. 4. Participative Management And Change-Oriented LeadershipParticipative Management The role of culture The leaders role Self management teams
  5. 5. Participative Management And Change-Oriented Leadership Advantages and Disadvantages of Change-Oriented Leadership Change-oriented Leadership ADVANTAGES DISADVANTAGES Maintain good human relations with the  It has too many responsibilities.group.  Remove a lot of personal time. Is being updated on the topics of interest.  Be responsible when a member makes a He is the head and accountable to other mistake.guidelines  It is not easy; you have to maintain a Human meaning is given to the continuous and rapid learning.administration.  Group confidence is lost when the leader hasYou gain appreciation, gratitude and a failure in a project.respect of people.  It is the anxiety of the external environment,The lead person builds a person. creating stress and worries.
  6. 6. Participative Management And Change-Oriented Leadership Expected Behaviors during the Change- Oriented Leadership Transition (1) Magnitude of Change Propensity to Change Number of stakeholders. •Understanding the need for change.Time to implement change. •Degree of consensus management.Number of people hit. •Support from stakeholders.Degree of cross-functional collaboration •Past history of changes.required. •Need for cultural change.Impact on core competencies. •Resources devoted to change.Issues requiring simultaneous changes •Number of simultaneous change(technology, culture, organization, etc.)... initiatives.
  7. 7. Participative Management And Change-Oriented Leadership Expected Behaviors during the Change- Oriented Leadership Transition (2) Individual Limitation Perceptions  Organizational Design Personality  Culture Habits  Limitation of resources Threat to the power and  Inversions fixedinfluence  International Fear of the unknown organizations agreements Financial reasons
  8. 8. Participative Management And Change-Oriented Leadership HTI Achieving ChangeVisionary Leadership  Why Visionary Leadership and why this type? This type of leadership will increase efficiency which will move the decision making responsibility to our frontlines.  The only way to achieve efficiency is to limit supervision:  Leaders must give workers the opportunity to develop quality decision making skills.  Leaders must learn to trust their followers
  9. 9. Participative Management And Change-Oriented Leadership Exemplary LeadershipThere are five practices that are used for exemplary leadership:  Challenging the process  Inspiring a shared vision  Enabling others to act  Modeling the way  Encouraging the heart
  10. 10. Participative Management And Change-Oriented Leadership Implementing ChangeNecessary steps for implementing changes:  Recognition of need for change  Development of ideas for change  Adoption of one or more ideas  Implementing change  Allocation of resources  Evaluation of the change process
  11. 11. Participative Management And Change-Oriented Leadership Activities leading to successful Change Approach your followers with the idea of change in the organization Discuss ideas with followers and urge their participation Brainstorm on selected ideas Gradually put the new plan in place (in action) Assign tasks to followers, follow up the execution Use polls and meetings to evaluate the change process N.B: Each phase corresponds to one week of labor
  12. 12. Participative Management And Change-Oriented Leadership ConclusionIn this presentation we discussed the change process and its impact within the organization.We also discussed the advantages and disadvantages of change-oriented leadership, and proposed an implementation schedule for a successful organizational change which requires the leader to educate, and share the vision for change in order to empower followers.Better planning of change can decrease the stress level and ease the transition.
  13. 13. Participative Management And Change-Oriented Leadership ReferencesBarsh, J., Capozzi, M. M., Davidoson, J. (2010). Leadership and Innovation. Retrieved June 30, 2010, fromhttp://www.bnet.com/2403-13501_23-243570.htmlKahan, Seth. (2010). Visionary Leadership. Retrieved June 30, 2010, fromhttp://www.visionaryleadership.com/Articles_and_Resources/visionary_leadership.aspxThompson, R. (2010) The Five Practices of Exemplary Leadership , Retrieved June 30, 2010, fromhttp://www.leaderinsideout.com/the-five-practices.htmlLeadership (n.d.), Retrieved on July 02, 2010 from: http://www.monografias.com/trabajos15/liderazgo/liderazgo.shtmlStyles of Leadership (n.d.), Retrieve on July 02, 2010 from: http://www.gestiopolis.com/canales5/ger/elliderazg.htmOrganizational Behavior (n.d.), Retrieve on July 02, 2010 from:http://www.monografias.com/trabajos30/comportamiento-organizacional/comportamiento-organizacional.shtmlNahavandi Afsaneh. 2009 The Art and Science of Leadership (5th edition) Upper Saddle River, NJ: Pearson Prentice Hall
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