Pressure Is Not Bad
Pressure Is Not Bad
Many leaders fail to bring change in the organization because they use pressure and face resistance from workers. Short term pressure is vital in transformation, but it is also dangerous as it causes fatigue nd stress. Also, the leaders find it hard to bring change as they do not balance leadership and management. They do not understand the connection between leadership, management, short term win and excellent transformation. Good leadership and management make transformational efforts successful (Kotter, 1996).
Pressure is not bad
Employee resistance to change
Leaders face challenges when bring change in organizations as they face resistance from employees. Employees resist change due to a lot of pressure from leaders. They consider the extra demands unsuitable. They think that they have enough going on and do not need more burden (Gregersen, Hal & Black, 2002).
Importance of short term pressure
However, short term pressure is necessary when bring change in the organization. Leaders should make the change urgent in order to facilitate implementation. Leaders should make the change urgent to reduce resistance from the employees as they see the change vital. Short term pressure is a useful method of keeping up the urgency rate. Employees tend to let up if they do not see the outcome of the change program after sometime. Achieving change after the urgency rate goes down is hard as people do not cooperate when bringing change. Pressure does not generate urgency always as the burden of generating short term wins causes stress and fatigue (Kotter, 1996).
Importance of communication during transformation
Executives relate pressure to the urgency via the constant communication of vision and strategies. They inform the employees why the change is esential. They explain to the employees the importance of short term wins. The executives explain to the employees how they might lose everything if they do not have short term wins and affect stakeholders. Communicating to the employees the vision and strategies motivates them and gives meaning to challenges. Employees need to be motivated regularly to increase their performance (Gregersen, Hal & Black, 2002).
Short term gimmicks and their effect on organizations
Management entails manipulation. In order to sustaining the momentum in a vast change effort, organizations manipulate various things. They manipulate the financial figures. Manipulating the financials figures can he be helpful, but it can cause harm to the organization. First, the accounting wizardry can become addictive as the organization can find it hard to stop after beginning. Short term gimmicks can generate problems in the future than can be solved using short term gimmicks. Second, it can result to more cynics among leaders who do not understand what is happening. This can affect the change process. Third, it can sideline people who consider the practice not ethical. Therefore, short term wins supporting transformation should be genuine to sustain change (Kotter, 1996).
Role of management in transformation
Roles of managers
The management plays an essential role during transformation. Managers develop objectives to be achieved, and budget to attain the objectives. In addition, managers develop plans to attain the objects and organize resources required for implementation. Additionally, they control the change process or transformational process to ensure it is on track (Sullivan, Sullivan, Stavros & et al, 2009).
Balance between leadership and management
Transformation does not involve leadership only, but effective management is crucial. Balance between leadership and management is needed to ensure the change process is vital. Many people believe that transformation equals leadership. Bringing change is difficulty without strong leadership and capable leaders. Poor leadership affects restructuring and cultural change. Leaders are central to any change effort. They provide financial expertise needed in transformation like restructuring and reengineering. They also manage the change effort to prevent it from going out of control (Sullivan, Sullivan, Stavros & et al, 2009).
Charismatic leadership and change process in the organization
Charismatic leaders are considered poor managers though they are able to convince other people. Charismatic leaders convince employees to follow them and do not consider managerial skills necessary. The leaders do not value financial expertise and prefer long term goals instead of short term wins. Convincing people is crucial in bring change. However, it affects the change process if the charismatic leaders are not excellent managers and do not value managerial skills in other people. Charismatic leaders find it hard to achieve short term win. Therefore, the momentum required to finish a successful transformational change is not present (Sullivan, Sullivan, Stavros & et al, 2009).
Exhibit 3 explanation
Exhibit 3 shows the connection between leadership, management, short term win and effective transformation. According to the first quadrant of the exhibit, transformational efforts can be successful for a short time and fail after short term results change. Thus, the short term results should be constant to ensure the transformational efforts are successful. According to quadrant 2, highly successful transformational efforts integrate excellent leadership and good management. Quadratic efforts do not change in quadrant 3. In quadrant 4, achieving short term results is possible by cutting cost and via mergers and acquisitions. However, real transformation programs have difficulties starting and hence achieving long term change is hard (Sullivan, Sullivan, Stavros & et al, 2009).
Conclusion
In conclusion, organizations can use short term pressure to bring change as it ensures workers are committed and devoted to the change process. However, leaders should not use pressure for long as this impacts change by affecting employee motivation. It also causes fatigue and stress. They should ensure balance between good leadership and management to achieve short term goals. Managers should identify objectives, prepare budgets and plans to achieve the objectives. They should communicate the vision and strategies to the workers (Kotter, 1996).
Reference
Gregersen, H.B., Hal, B., & Black, J.S. (2002). Leading strategic change. FT press
Kotter, J.P. (1996). Leading change. Harvard Business press
Sullivan, A., Sullivan, R.L.,Stavros, J.M., & et al.(2009). Practicising organizational development. John Wiley& Sons
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