| Summary: | 碩士 === 國立臺北大學 === 企業管理學系碩士在職專班 === 90 === Abstract
Many a scholar believes that there is a definite relationship between organizational change and its leadership. Tichy & DeVanna (1990) pointed out that corporate leadership is a very strong determinant in the success or failure of organizational change program. What kinds of organizational change strategies do different leadership types implement so that an organization is able to reinvent itself and achieve the goal of perpetual existence?
The aim of this paper is to understand how the leader of an organization influences the success or failure of organizational change. We will first look at the issue from the points of view of the leadership as well as the organizational change program itself. We will then discuss the ways in which a leader influences the organizational change strategy and go on to analyze and discuss a case study dwelling on the relationship between leader and organizational change. Through the case study we hope to understand the reason as to why companies initiate organizational change even though they may not be faced with imminent crises. We also hope to understand the role played by the leader in such organizational change, how leader’s personalities and abilities relate to the organizational change programs, and how the environment - both within and without the firm influences leadership style and actions in carrying out such organizational change.
Through analysis of the case in conjunction with relevant materials on principles of leadership and Organizational Change, we can broadly categorize the following points as our findings.
1. Proactive organizational change (where organizational change is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization. Simply put, a leader with foresight is able to use its resources and authority to influence subordinates to achieve organizational change goals.
2. The leader is very likely to adopt management by「Teamwork Management」 as the tools to achieve organizational change goals. They should not lose sight of their mandate. Very often they will emphasize team spirit and try to be sensitive to employees’ feelings and needs as a way to reduce resistance to the change and foster loyalty.
3. During the organizational change, the leader is likely to be both supportive as well as directive in nature. This is usually done without bias and with the maximum objectivity.
4. To successfully implement the organizational change, the leader should have the authority to reduce employee headcount as well as reward where deem fit, they should have a strong trusting relationship with subordinates, organizational structure and responsibilities should be clear and precise, and employees should be aware of job description and responsibilities.
This paper is based on the analysis of the case study. The results are useful references. The results of the study put forth the following preposition for future reference and amendment to suit the situation at the time.
1. Proactive organizational change (where organizational changing is initiated without the presence imminent crisis to the firm) takes place because of changes in internal conditions of the organization.
2. To achieve proactive organizational change, the leader is likely to implement management by 「Teamwork Management」. He/She should not lose sight of their mandate and be sensitive to employees.
3. The leader should be supportive, directive, and unbiased.
4. Leader should have the authority to fire as well as reward employees. They should maintain good relations with employees. The organizational structure and responsibilities should be clear. These are some of the perquisites of a successful organizational change
|
|---|
