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¶ … Culture of Change by Michael Fullan
The book Leading in a Culture of Change by Michael Fullan discusses the essential factors that help develop effective leadership (and management) in a period and society that is dominated by cultural diversity. Using the Five Components of Effective leadership as the main core of the book's organization, each chapter is a detailed discussion of each of these components, relating them to issues concerning leadership and management in a culturally diverse organization, especially in the workplace environment.
Fullan synonymously associates leadership with management, discussing these two concepts as one and the same throughout the book. Thus, for the purpose of this book report, references to leadership are references to management also, and vice versa.
The first component of effective leadership, Moral Purpose, is defined by Fullan as "[a]cting with the betterment of employees in mind" (3). This definition clearly is clearly identified with leadership, since it takes into account the responsibility of the leader not only to his subordinates and colleagues, but to his/her self as well. Indeed, Fullan categorizes moral purpose in leadership as more concerned with the "means" with which an organization approaches its decision-making process than its "end" or outcome (13). Indeed, leaders should center...
In effect, the first component establishes the most important and essential factor that motivates an individual to lead -- that is, having a moral purpose and philosophy to live by.
Chapter 3, Understanding Change, is the second component of effective leadership. Once a leader identifies his/her moral purpose, knowing and understanding the values, attitudes, and characteristics of the organization's members become essential. However, Fullan takes note that understanding change does not only mean understanding and tolerating these changes, but s/he must be flexible and able to adapt to these changes. According to the author, "[c]omplexities can be unlocked and even understood but rarely controlled," asserting the fact that changes within the culture, even the structure, of an organization entails the leader's adaptability to apply leadership styles and skills appropriate to the situation. Thus, in the second component of effective leadership, what is needed is understanding, or flexibility to adapt, to these changes.
Understanding or adapting to the culture of change necessitates relating to other people --…
Works Cited
Fullan, M. (2001). Leading in a Culture of Change. CA: John Wiley & Sons, Inc.
When the perceived role and the expected role are incongruent, conflict can occur both between the leader and his followers, and within himself. This can result in a slowdown in production, a lowering of morale and resistance to changes that the leader may be trying to implement (Robbins & Judge, 2007). According to Shafritz & Ott (2005) an organization is essentially a tool that people use to coordinate their actions
Organizational culture change is noted by Kotler et al. .(1996) noted to be a common aspect of every organization. This is due to the fact that change is the only thing that can be said to be constant in any given organization. Organizational change is often met with a lot of resistance. This resistance can undermine the operations and the performance of any given organization. Kudler Fine Foods Virtual Organization
Change Management Leading Change Interview Paper Leading Change Interview Obstacles and barriers to change Building change agenda Were goals met? Measuring results Key learning Leading Change Interview Change management addresses the issue of managing change within an organization. Organizations adopt different methods to implement and introduce change that relates to organizational structure, processes, or individual transactions within the company. The Human Resource (HR) department is usually tasked with this responsibility in large enterprises. However, the executives within a company
Culture pervasiveness and the difficulty of defining it is one of the reasons why it is attributed for many merger failures. The problem considered in this study was the unstable operating environment that existed following the acquisition of INTEC Engineering by Worley Parsons which was likely caused by differences in organizational cultures. WorleyParsons acquired SEA Engineering in 2007 and INTEC Engineering April 2008 and combined these organizations to form INTECSEA.
(GAO, 2008) These criteria are stated to "inform many other elements of the positions, including roles and responsibilities, job qualifications, reporting relationships, and decision-making structure and processes." (Dejewski, 2007) Three types of COO/CMO positions were identified as follows: (1) the existing deputy position could carry out the integration and business transformation role. This type of COO/CMO might be appropriate in a relatively stable or small organization; (2) a senior-level executive who reports to
" Change must therefore be accomplished by the institution of a strong leadership of just a single individual (Kotter,1996,p.25) .In this case, the person was Ghosn. Change however requires a special team of leaders as well as managers who have a common goal that is communicated succinctly by the team leader. Ghosn therefore "walked the talk" since his leadership style which was transformational, brought real change to the organization. Conclusion It is