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Autor: anton • May 10, 2011 • 1,169 Words (5 Pages) • 363 Views
The first thing I would do to make sure that the new organizational is structure is by looking at the each individuals, there tasks and the processes and functions is to make sure that there is a shared vision of what we are trying to establish and the same things and that we are looking at the same goal in mind at the end. The shared vision anchors the team's governing ideas and principles and captures the objectives to be achieved. The shared vision guides the activities of the team and helps drive the team to achieve its mission and objectives. A shared vision facilitates working together and helps the team to attain unity of purpose among its members.
I would communication to the team that no team operates in isolation. A shared vision for the integrated team is critical to ensure that the team's charter, direction, and activities achieve a fit with any larger project objectives or other interfacing teams. A team's sponsor(s) or leader may establish the vision for the organization or project for which the integrated team is a part. An integrated team's shared vision must be aligned with and support the achievement of the project's and organization's higher level objectives as well as its own. When one team falls short of or strays from its objectives and vision, it is likely to have a significant impact on the overall success of the project.
To make sure that we have a shared-vision context and it has to be both an external and internal aspect. The external aspect entails the objectives and interfaces of the team's sponsor and overall organization, while the internal aspect is about aligning the group member's personal interests and vision with the team's mission and purpose. The shared vision must ensure a commitment of the integrated team members to both their team and to other interfacing teams and project responsibilities.
Aligning personal perceptions of the people within the team is an important part of understanding and accepting the shared vision. As such, a shared vision is usually not the product of one person's effort; however, the team's sponsor(s) or leader may begin the discussion of the vision for a team. It is important that all integrated team members understand and commit to a shared vision. The team population should openly discuss and be given the opportunity to provide feedback on the vision and address inconsistencies and make revisions as appropriate. This openness creates a vision that belongs to everyone, provides an end-state view of the implementation of the team's responsibilities, is the basis for the team's charter, and is applied to all work. Benefits of a shared vision are that people understand and can adopt its principles to guide their own, as well as the whole teams, actions and decisions.
Here are some of the steps I would take to manage the transition from the old organizational structure to the new would be to learn how to describe the change and why it must happen quickly and clearly, plan carefully each detail of the change before implementing. Make sure someone is responsible for each task; that timelines are established; and care is taken to develop a clear communication plan. Determine (with the assistance of others if necessary) just who is going to have to let go of what - what is ending (and what is not) in people's work lives and careers - and what people (including the leader) should let go of. Take concrete steps to help people respectfully let go of the past. You can help by initiating "boundary events" that demonstrate change has come; providing a constant stream of information; demonstrating an understanding and acceptance of the symptoms of grieving; and, protecting people's interests while they are giving up the status quo. Help your people through the neutral zone with communication (rather than simple information) that emphasizes concern for followers.
Make sure you keep reiterating the "4 P's" of transition communication:
The purpose: Why we have to do this
The picture: What it will look and feel like when we reach our goal
The plan: Step-by-step, how we will get there
The part: What you can (and need to) do to help us move forward.
Find temporary solutions to the many temporary problems and high level of uncertainty that are part of the neutral zone. For example, one high-tech manufacturer, when announcing the closing