For bringing the positive change, Managers may have to :
Depend less on your position in the hierarchy and more on your expertise, leadership and personality
Pay more attention to that a wider range of other in the organization think and say
- Adapt easily to new information and situations
- Attend more to your own and other people’s intuition.
- Place more value on the creative, experimenting style of making things happen
- Rely less on rules, systems, procedures and control and hence live with a greater degree of risk and uncertainty
- Recognise the needs of followers to satisfy their higher needs of personal development, autonomy and self realization.
To get the things done requires a manager to be more than responsive to people and situations. It demands pragmatic common sense combined with a good knowledge of the organisations’ principal aims. In practical terms it means that you as a manager may have to :
- Formulate your own goals
- Evaluate your own successes and failures with ruthless and sometimes painful honesty
- Seek constantly to clarify and simplify aims so that the tasks to make them happen are clearly identified and allocated.
- Go beyond your own job boundaries and take an interest in events throughout the whole organization
- Test constantly whether proposed actions are really achievable and desirable
- Keep an eye on the bottom line which may be profitability, quality of service, morale and so on.
The leadership of change requires managers to avoid becoming trapped in side issues, details, paper work or irrelevancies. In practical terms it means that you as a manager may have to :
- Develop political and networking skills in which you learn to read the political and economic climate
- Look outward beyond your own work area and the organization itself.
- Acquire public relations skills, in particular learning how to handle the media
- Organize how you spend your time and limited energy
- Maximize delegation
- Build yourself good channels of communication and systems for monitoring what is happening.
In organizations which are construct ed of separate sub systems with links of varying strengths, managers must be extremely clear about goals and responsibilities, and be able to think through what they are trying to achieve. Intuition, right brain activity and the concept of thinking laterally, all form part of the culture of change. There is less emphasis on managers mastering their environment and more on being able to ask ‘ what if’ questions.