Analysis of Organizational Leadership

Topics: Decision making, Management, Organization Pages: 5 (1472 words) Published: September 7, 2010
Analysis of the Globalization and Informational Issues resulting from developed technologies and their effect on Leadership within the Organizational Landscape. M. Toledo

The present and future Leadership Landscape continue to experience significant changes as a result of the rapid and dynamic issues presented by Globalization and Information Computer Technology (ICT). Organizations as part of the globalization era, find themselves having to constantly adapt and overcome the accelerated changes which directly impact Organizational Structure, Leadership and the Decision Making Process .Vast amounts of information generated also have the potential to cause organizations to experience what is commonly referred to as, “Data Overload”. Accessing and putting data to work in a timely manner while managing potential data overload is challenging indeed. Although there are many other definitions to describe data overload, a common definition is, “the amount of data that exceeds the capacity of an individual or organization to process such data without error or additional performance or decision making costs, (Toffler 1971). In today’s digital environment, Information Age leaders routinely find themselves experiencing such data overloads, (Crane, N, Downes, C, Irish, P, Lachlow, McCully, M, McDaniel, E, and Schuler, K). Let us now examine how the digital landscape with its dynamic fast pace environment, has changed Organizational Structure, Leadership and the Decision Making Process. Organizational Structure

As a result of the information age, organizations have had to re evaluate both internal and external structures and their decision making process in their unremitting efforts to quickly adapt to changes which will enable them to make more timely and responsive decisions. Leaders within organizations are constantly developing and implementing new models, structures and processes in response to the dynamic changes around them. The Information Age and the technical and social developments create opportunities for leaders to improve the quality and speed of decisions and performance, (Morello 2006). Practices and decision making models which are remnants of the Industrial Age and still practiced today are neither suited nor feasible in today’s Information Age. Previous organizational structures such as the Bureaucratic Model characterized by its centralization, rigid formality, obedience to rules and standardized structure or the Hierarchical Model characterized by its centralization, large spans of control, bottom up process and multiple levels of bureaucracy,(Swanson, Territo, Taylor), are reactive, slow in nature not effective in today’s dynamic, fast paced , constantly evolving global environment. As a result of globalization and the evolving information environment, the decision environment is also changing. The decision environment is now the collection of information, goals, values and preferences which are available at the time of the decision (Harris 1998).Today’s dynamic environment requires decentralization, flatter and horizontally more autonomous structures which proactively address the pace in which information is accessed and shared in identifying problems, solving those problems and implementing swift solutions. Flattening organizations and decentralizing control enhances the involvement and timeliness of the decision making process by removing unnecessary communication barriers thus ensuring real time responses. It also results in increased innovation and employee empowerment by actively engaging employees in the problem solving and decision making processes of the organization. This empowerment is the result of the transfer of knowledge within the Information Society from those Traditionalist and Baby Boomers to the newer Generations, (X’s and Y’s). Leadership

Leaders in today’s Information Society must possess a thorough knowledge of those...

References: Morello, D.,McGee,K., & Gammage, B. (2007)Symposium Emerging Trends: Four Core Messages Define the Leading Edge of IT change Gartner,Inc., Stamford,CT. Research ID Number GOO148843
Crane, N., Downes, C., Irish, P., Lachow, I., McCully, M., McDaniel, E., Schulin, K.,”Leadership Imperatives of the Information Age” Electronic Journal of Knowledge Management Volume7 Issue 2, (pp219-226)
Harris, R. (1998) “Introduction to decision Making”, (online), Virtual Salt,
Zemke, Ron, Claire Raines, and Bob Filipcazk, Generations at Work, New York: Performance Research Associates, Inc., 2000.
Morris, Jonathan, “Intergenerational Management’. University of Kansas, Public Management Center, 2007
Rogers, P., Blenko, M, The decision driven organization: Making good decisions and making the happen. 2005
G. Ledford, ‘Employee Involvement: Lessons and Predictions, “Organizing for the future: The New Logic for Managing Complex Organizations, ed, J. Galbraith et al. (San Francisco: Jossey-Bass, 1993)
T. Wuestewald and B. Steinheider, “Shared Leadership: Can Empowerment work in Police Organizations?”The Police Chief 73, January 2006:48-55
Swanson, C, Territo, L, Taylor, R, “Police Administration: Structure, Processes and Behavior (7th Edition).
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