Leading Through Change
Final Essay: Leading Through Change
ADM 508: Business, Analysis, and Technology
Professor George
August 9, 2012
Final Essay: Leading Through Change Twentieth Century Novelist Ellen Glasgow is credited with coining the expression “All change is not growth, as all movement is not forward.” Throughout ADM 508, particularly in the second half of the course, we have reviewed the topic of change, examined illustrations of change when it doesn’t equal progress, and how change applies to various aspects of management. We’ve discussed that changes happen in various ways, even in companies that appear still or stable. New hire orientation is a change. Performance evaluation and performance improvement plans should bring about change. There are changes in company policies, changes in workforce, changes in technology, changes in the marketplace, and even changes in the culture of a workplace.
Whenever possible, changes should be planned, strategized, and well thought-out. As Paul and Elder (2006) remind us, “whenever we reason, we reason… to achieve some objective… or fulfill some need. One source of problems in human reasoning is traceable to defects at the level of goal, purpose, or end” (p. 55). A good plan has the purpose and the goal in mind and prepares managers for potential risks and barriers that lie ahead during the implementation of the change. The well-developed plan will provide direction, reduce uncertainty, uncover potential inefficiencies, and identify clear goals and outcomes (Robbins, Decenzo, & Coulter, 2010). During a time of change, just as with any landscape that is dynamic, plans should be developed that are clear and goal-oriented but that also afford room for adjustment, correction, and contingencies. The ability to adjust course, according to Robbins, Decenzo, and Coulter (2010), “is particularly important as plans are implemented. Managers need to stay alert to environmental changes that may impact implementation and
ADM 508: Business, Analysis, and Technology
Professor George
August 9, 2012
Final Essay: Leading Through Change Twentieth Century Novelist Ellen Glasgow is credited with coining the expression “All change is not growth, as all movement is not forward.” Throughout ADM 508, particularly in the second half of the course, we have reviewed the topic of change, examined illustrations of change when it doesn’t equal progress, and how change applies to various aspects of management. We’ve discussed that changes happen in various ways, even in companies that appear still or stable. New hire orientation is a change. Performance evaluation and performance improvement plans should bring about change. There are changes in company policies, changes in workforce, changes in technology, changes in the marketplace, and even changes in the culture of a workplace.
Whenever possible, changes should be planned, strategized, and well thought-out. As Paul and Elder (2006) remind us, “whenever we reason, we reason… to achieve some objective… or fulfill some need. One source of problems in human reasoning is traceable to defects at the level of goal, purpose, or end” (p. 55). A good plan has the purpose and the goal in mind and prepares managers for potential risks and barriers that lie ahead during the implementation of the change. The well-developed plan will provide direction, reduce uncertainty, uncover potential inefficiencies, and identify clear goals and outcomes (Robbins, Decenzo, & Coulter, 2010). During a time of change, just as with any landscape that is dynamic, plans should be developed that are clear and goal-oriented but that also afford room for adjustment, correction, and contingencies. The ability to adjust course, according to Robbins, Decenzo, and Coulter (2010), “is particularly important as plans are implemented. Managers need to stay alert to environmental changes that may impact implementation and
References: Gans, G. (2011). Should You Change Your Thinking about Change Management? Strategic Finance, 93(4), 48-50. Glasgow, E. Retrieved from www.brainyquote.com/quotes/quotes/e/ellenglasg104512.html Kalyani, M., & Sahoo, M. (2011). Human Resource Strategy: A Tool of Managing Change for Organizational Excellence. International Journal of Business & Management, 6(8), 280-286. doi:10.5539/ijbm.v6n8p280. Kerfoot, K. (2009). Denial and immunity to change: it starts with the leader. Nursing Economic$, 27(6), 422-423. Elder, L. & Paul, R. (2006). Critical Thinking: Learn the Tools the Best Thinkers Use. Upper Saddle River, NJ: Pearson Prentice Hall. Maxwell, J. C. & Elmore, T., eds. (2007). The Maxwell Leadership Bible. Nashville, TN: Thomas Nelson. Robbins, S. P., Decenzo, D. A., & Coulter, M. (2010). Fundamentals of Management: Essential Concepts and Applications. Upper Saddle River, NJ: Prentice Hall.