Professional Documents
Culture Documents
The responsibility of management is to began with a good plan that will help in setting
goal, organize and to ensure that everything in place for implantation. A manager is
someone who continually steps forward with solutions to problems. These new ideas
move the organization closer to its objectives and routinely implements ideas in ways
that result in continually better organizational performance at continually lower costs.
This is accomplished while helping employees grow personally and professionally
through development tools.
Managing Change
Managing change is important in seeking the final component of successfully managing
strategy, process, people and culture in most modern organizations. More and more,
staying competitive in the face of demographic trends, technological innovations, and
globalization requires organizations to change at much higher rates than ever before. Few
people will argue with this statement, but fewer still will say their organization does a good
job at managing those changes. Managing change well is a continuous and ongoing
combination of art and science that assures alignment of an organization¡¦s strategies,
structures, and processes (Worley & Vick, 2005).
Theories of Change Management
Lewin¡¦s Change Model
Kurt Lewin (1890-1947) was a social psychologist whose extensive work covered studies of
leadership styles and their effects, work on group decision-making, the development of force
field theory, the unfreeze/change/refreeze change management model, the ¡§action
research¡¨ approach to research, and the group dynamics approach to training (Mark, 1999).
Kurt Lewin's three step change model is applied to the implementation of organizational
change. If change is needed in an organization and the individuals affected by this change
are asked to participate in the implementation of it, the change has a greater chance of being
not only implemented but also successful. The first step of Lewin's model tells us how to
minimize barriers to change and increase the odds of a successful change effort. The
second step is the movement that takes place after people have bought into the need for
change. The final or refreezing step of Lewin's model calls for the change agents to work
actively with the people in the organization to install, test, debug, use, measure, and enhance
the new system (Levasseur, 2001).
Tomorrow's Manager
Just as the world continues to evolve at lightning speeds, so will new technologies. These
technologies are limit less to only the imagination. One certainty of business in the future
will be the changing role of traditional management styles. Even in today's technology,
managing a mobile or remote work force is not uncommon ground. Tomorrow's manager
will require a new approach separate and distinct from the traditional role of management.
Key roles of tomorrow's manager will require a new team-based organizational
focus, strategic change planning, motivational and control methods, and vision.
The business world has changed continuously throughout time through the effort of people
and management pushing them to construct bigger, better, and faster concepts. This trend
will continue in the future except, it will become a necessity. To best manage, infrastructures
must be established that align with this trend. Team-based concepts with self-managing
work groups will become a requirement for the success of tomorrow's organization. It will
be key to keep employees involved. Gary Dessler, a university textbook author, describes
employee involvement as a program. He states, "An employee involvement program is any
for
Change to anything will require a new vision that coincides with the change. As is key in
today'sbusiness climate, the ability to establish that vision will be a requirement
for tomorrow's manager. The vision must be simple yet impacting. It must promote the
market share expectations and recognize the important role of employees. N.R. Narayana
Murthy, Chairman and CEO of Infosys Technologies Limited, once stated, "That [our]
vision is to be a globally respected software corporation providing best-in-class business
solutions employing best-in-breed professionals" (Infosys). Murthy's vision helped to take
the initial two hundred and fifty dollar capital investment of Infosys Technologies
Limited and produced a major contender in the software market place.
that analysis, the company must find a sustainable competitive advantage, that is, a basis on
which to identify a relative superiority over competitors" (Dessler 166-167). Tomorrow's
manager must be able to assess the market place and implement a strategy to elevate the
organization above the competitor at the local, regional, national, and global levels.
Tomorrow's business challenges are facing us today. The future manager must prepare
themselves for the future changes unquestionably on the forefront. Adapting organizations
to team oriented self-managing work groups will best fit as the solution to
It is almost always a team of people doing a task is better off than a person doing it. And if
the leader is a narrow-minded, tyrant that has the stubbornness of a 5-year old child and the
temper of a grumpy old person constantly on the verge of explosion, it is sure that the
autonomy of the company will by out of sync. It was 2 years ago that a CEO had almost
single-handedly almost brought a company to its knees, sending shock throughout all
corners of Wall Street. He went by the name of “Chainsaw Al.” The near crumble of
Sunbeam Corporation, a company that specializes in making household and outdoor goods,
laid basically in the personality of Al Dunlap and his style of management, where he was
autocratic and the structure was too top-down. When organizational structure is so top-down
that information and advice only flow downwards and employees’ suggestions are ignored,
problems are bound to occur sooner or later. After his one-man show, conducing chaos and
disorder, the board of Sunbeam could no longer stand the horrid situations and fired him.
Many people, by the way, are both. They have management jobs, but they realize that you
cannot buy hearts, especially to follow them down a difficult path, and so act as leaders too.
Work focus
Managers are paid to get things done (they are subordinates too), often within tight
constraints of time and money. They thus naturally pass on this work focus to their
subordinates.
Seek comfort
An interesting research finding about managers is that they tend to come from stable home
backgrounds and led relatively normal and comfortable lives. This leads them to be
relatively risk-averse and they will seek to avoid conflict where possible. In terms of people,
they generally like to run a 'happy ship'.
At last we conclude that as being an MBA student the best ability is shown by performing
managerial functions and responsibilities and also the leadership qualities as discussed
earlier because student is a person who learns every time.MBA has to perform certain key
decisions and the managerial functions as their roles, that is why I am a best student.