LEADERSHIP SKILLS

5

Leadership Skills

  1. Describe two (2) ways that you could you approach the team.

In the case of change management in an organization, the two mostideal methods of change management which include the emergentapproach and the planned approach (Kuipers &amp Higgs et al., 2014). The emergent approach to deal with change is applicable in workingand variable environment where change is introduced without formalarrangement. It is helpful to organization as change can beactualized in shorter timeframe and more fluid in working procedurethan the planned methodology(Kuipers &amp Higgs et al., 2014). Hence, in condition, for example, economic crisis that quick changeis required, emergent methodology is more fitting for executingchange.

Planned methodology includes four interrelated complex components,which are field hypothesis, dynamics of the group, actionexamination, and three-stage models (Kuipers &amp Higgs et al.,2014). While field hypothesis and group dynamics used to break downdevelopment, inspiration and support of the staff and stakeholders,activity exploration and three stop models of progress which areunfreezing, learning, and refreezing, cooperate to change of groupconduct and make long-term change (Kuipers &amp Higgs et al.,2014). Change from the planned approach should be arranged throughdiverse stages and based on group execution.On the other hand,planned methodology has its confinement on loss of administrationcontrol, as its control is driven start to finish (Kuipers &ampHiggs et al., 2014).

  1. How much of your personal feeling should you share? Provide one (1) supporting fact to justify your position.

In the current business environment, there are differentmethodologies and devices used to oversee changes. Because ofdistinctive intrinsic and extrinsic situations, every organizationneeds to consider and break down their own particular workenvironment so as to embrace the most suitable approach and apparatusto execute change successfully (Kuipers &amp Higgs et al., 2014). Emotional participation, however encouraged among the managementought to be restricted. The team looks on the management to be theleaders in the change process. The management must lead the plannedchange and make space for the best situations for change. Theyshould also set the pace and make an ability to know the setdirection. Above all, management must accept the obligation ofsetting visions and objectives expected of any planned change.

  1. Describe four (4) key actions that you should take

When the technique has been identified to change the extrinsic andintrinsic situations, vital adjustment is needed and applied in thechange administration keeping in mind the end goal is to adjustchange to the new system (Kuipers &amp Higgs et al., 2014). Asindividual change is an essential component of organizational change,change administration should be received at individual level keepingin mind the end goal to start the change and therefore get successfulorganization change. There are four key actions any manager shouldtake.

First, the management ought to survey the implications on resourcesof the organization concerning the change. Communication at alllevels is a vital component of the process. Moreover, the relevanceof the change model team cannot be overemphasized. It should bereviewed that any hierarchical change is the specifically started inthe team and followed up in order to push the change ahead (Kuipers &ampHiggs et al., 2014).

Second, the management ought to survey the benefit of utilizingstrategic intervention systems as a part of organizations. The teammust be reminded that technique is applied at all levels forpractical quality. In other words, absence of convenient strategicintervention won`t just acquire sub-optimality within the practicalunit but also have antagonistic consequences for the vision, mission,objectives, and target of the organization (Kuipers &amp Higgs etal., 2014). Without a doubt, vital intervention in each levels ofthe organization is profoundly profitable for it will position thefirm aggressively and upgrade the adequacy and proficiency of anorganization (Kuipers &amp Higgs et al., 2014). Once more, the useof strategic intercession in an organization will most likely achievea regular procedure and expression throughout the differentdepartmental units. This will empower the organization to recognizeneeds and impacts of the change.

Third, the management ought to manage the resistance in theorganization. Ideally, resistance can barely be separated from theprocedure of progress, and the impact can either be negative orpositive, contingent upon the managerial handing (Kuipers &amp Higgset al., 2014). Indeed, management can simply win over any occasionof resistance to change if it advocates compelling and objectiveoriented activity. Therefore, it is recommended that managementconcentrate on and comprehend the real reason behind the apprehensionor doubt with the aim of resolving any recognized incident ofresistance (Kuipers &amp Higgs et al., 2014).

Fourth, the management must create suitable measures to monitorprogress. It is exceptionally fundamental that organizationsguarantee surveillance of advancement of the change progress(Kuipers&amp Higgs et al., 2014). This is done with the aim of measuring theactivities advanced by the change process. There are numerous waysto deal with identify and analyze this advancement with the end goalof accomplishing the set objectives including surveys andassessments, 180 and 360 input, balanced score cards, organizedmilestones and benchmarking (Kuipers &amp Higgs et al., 2014).

Reference:

Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., &ampVan der Voet, J. (2014). The

management of change in public organizations: A literature review.Public

Administration, 92(1), 1-20.