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Module Module 55

Change agents can be teams, they can be empowered workers, they play all parts ( Envisioning, implementing, as well as receiving.

Resistance: change agent will face resistance

Frustration: change almost always takes longer than is expected.

Loneliness: change agents are out in front on their own.

Pain: when change involves layoffs, demotions, people are devastated, change agents even they are messengers, they don’t make decisions, they feel pain of being blamed.

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Despite the negative implications on Change agents, they interspersed with positive emotions such as:

Challenge: transforming all the pieces of an organization as putting a puzzle together.

Teamwork: change required collaboration, working together bring positive challenge

Personal growth: develop talents, skills, learning

Gratification: change happen step by step.

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A cross-cultural perspective on organizational change

National Cultures: represents an important element of an org-context.

Managers from different national cultures hold different assumptions about the nature of :

- Management, Authority, Structure, Leadership

These assumptions shape the overall org-culture.

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A cross-cultural perspective on organizational change

Different change strategies are likely to be needed in different cultural environment.

American managers, British, French, German, Japanese each has different approach in changing organizations as the national culture is different from one country to another.

Multinational organizations face the challenge when they operate in different cultures.

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The leaders new work: Building learning organization

Edward Deming: People are born with intrinsic motivation, self-esteem, dignity, and curiosity to learn, joy in learning.

Superior performance depends on superior learning

The old model “ the top thinks and locals act” is not working anymore.

Total Quality movement has been the first wave in building learning.

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Historically, the focus was on “fitness the standard” by providing reliable products and services, then “fitness to need” to meet customers want and need, then “latent need” by astonishing customers through adding value.

Shift from traditional view of leaders “ Special people who set the direction, make the key decisions, and energize the employees, to new view of leaders who designers, teachers, and stewards.

New role requires skills and the ability to build shared vision, and construct organizations.

Building org-culture and shaping its evolution.

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1. Leader as a designer

2. Leader as a teacher

3. Leader as a steward

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1. Leader as a designer: Leader design the …

- Organization design: means designing the governing ideas of purpose, vision, and core values, by which people will live. Example;

- Johnson & Johnson credo:

Service to its customers comes first

Service to it employees comes second

Service to its community comes third

Service to its stockholders comes fourth

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1. Leader as a designer: Leader design the …

- Design tasks: involve the policies, strategies, that translate guiding ideas into business decisions ( Policy making).

- Strategy creation: crafting well-developed strategies designed to achieve objectives.

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1. Leader as a designer

2. Leader as a teacher

Leader as a teacher doesn’t mean leader as authoritarian expert whose job is to teach people the correct view of reality, rather it’s about helping everyone in the org- to gain more insightful views of current situation “Reality”.

Mental pictures of how the world works, have a significant influence on how we perceive problems and opportunities, identify courses of actions, and make choices.

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1. Leader as a designer

2. Leader as a teacher

3. Leader as a steward

Leaders as a steward is a matter of leader’s attitude.

Stewardship toward people they lead and stewardship for the larger purpose.

For people: standing by them and share with them the feelings of ownership

For org: commitment to mission, vision.

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