This style of leadership follows a close set of standards. Everything is done in an exact, specific way to ensure safety and/or accuracy. Can be found where the work environment is dangerous and specific sets of procedures are necessary to ensure safety. (Example: Construction work)
Merits of Bureaucratic leadership
Demerits of Bureaucratic leadership
Employees are performing routine tasks over and over
Work habits form that are hard to break, especially if they are no longer useful
Employees need to understand certain standards or procedures
Employees lose their interest in their jobs and in their fellow workers
Employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate
Employees do only what is expected of them and no more
Safety or security training is being conducted
Employees are performing tasks that require handling cash
1.3 Make two suggestions on how to develop the organisation above
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Change from bureaucratic style to a transformational type
This is where creating valuable and positive change in the followers with the end goal of developing followers into leaders. In this scenario lower level staff would also be appreciates if the chief offices and the doctors could communicate with them in an effective way to success their targets within the organiation.It would benefit in following ways.
Intellectual Stimulation - This style would encourage creativity of the staff followers to explore new ways of doing things and new opportunities to learn.
Individualized Consideration - Offer support and encouragement to individual followers and have lines of communication open so that staff feels free to share ideas and so that leaders can offer direct recognition of each follower's unique contributions.
Inspirational Motivation - Help staff to experience the same passion and motivation to fulfill these goals.
Idealized Influence - The transformational leaders serves as a role model for followers. .
Give the authority of lower level staff to engage in decision making process (Employee empowerment)
This is the process of enabling or authorizing an individual to think, behaves, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one's own destiny.
The organization has the responsibility to create a work environment which helps foster the ability and desire of employees to act in empowered ways. The work organization has the responsibility to remove barriers that limit the ability of staff to act in empowered ways.
2.1 Using an appropriate model of implementing change, make valid suggestions on how individuals can be involved in the process of change
Lewin's Change Management Model
Freeze Change Refreeze
By recognizing these three distinct stages of change, you can plan to implement the change required. Organization can start t by creating the motivation to change (unfreeze).Then move through the change process by promoting effective communications and empowering people to embrace new ways of working (change). And the process ends when you return the organization to a sense of stability (refreeze), which is so necessary for creating the confidence from which to embark on the next, inevitable change. The most important thing here is to involve the staff with the change process. Three main areas are discussed below.
Determine what needs to change
Here a survey should be undertaken to analyze the current stage of the organization and why change has to take place.
2. Ensure there is strong support from upper management.
This could be done by using Stakeholder Analysis and win people within the organization. Also this issue should be framed as an important factor.
3. Create the need for change.
A compelling message should be crated to analyse why change should be occurred by using suggested vision and strategy as supporting evidence. Then change should be communicated within the staff emphasising the need.
4. Manage and understand the doubts and concerns.
Here employee concerns should be taken into an account in terms of the need to change.
Always on Time
Marked to Standard
1. Communicate often.
This should be done throughout the planning and implementation of the changes. Staff should be informed and explained clearly about the change and their benefits and prepare for outside challenges.
2. Dispel rumors.
Questions asked by the staff and other stakeholders should be answered openly and honestly, deal the problems immediately and relate the need for change back to operational necessities.
3. Empower action.
Provide lots of opportunity for employee involvement and have line managers provide day-to-day direction.
4. Involve people in the process.
Generate short-term wins to reinforce the change, if necessary negotiate with external stakeholders (such as employee organizations).
1. Anchor the changes into the culture.
Identity what supports the change and barriers to sustaining change.
2. Develop ways to sustain the change.
Ensure leadership support and create a reward syetem.Also establish feedback systems and adapt the organizational structure as necessary.
3. Provide support and training by keep everyone informed and supported.
2.2 Identify reasons why your suggestions in 2.1 above might or might not achieve the desired outcomes
Looking at the above described model change is necessary in all organizations. Change management can be quite beneficial to an organization because it can be forced upon companies by outside forces that the company may be falling behind the times.
Change allows companies to better compete with their rivals and develop new skills or products that will bring in a higher profit. What makes change management methodology advantageous to most organizations is that it allows change management teams or managers to effectively deal with any proposed new direction.
It helps individuals realize why the change was necessary so that they will cuddle it and move forward and be good for an employee since it will bring them the opportunity to try something new and gain new skills.
With the open communication and discussions that change management methodology promotes, individuals (employees, stakeholders and customers) will have a greater stake in the outcome since they have helped implement the plan.
Might not achieved
There are some disadvantages in the following model suggested. If resistance from employees is not effectively dealt with through communication, it can demolish any project.
Not understanding the culture of the company can allow the rumor leaders to circulate incorrect or corrupting information about the change. Also, stakeholders and customers need to be kept informed and brought in on the change. If not, they make also resist the change.
A bad change management plan can also negatively affect an organization. Without a plan to deal with every step of the change (before, during and after), the strategy could fail at any point in time, possibly bringing down the entire company.
While change can be risky, the benefits far outweigh the potential pitfalls. Change allows organizations to progress and stay on top of their industry in an uncertain market.
Make a plan of action to help the senior officer of the organisation to achieve the desired change clearly explaining the resources required and the expected results (destiny) of the process.
To improve the effectiveness of the service given to the clients the senior health office of Indian state government should adapt an effective type of change management model for the ongoing change. For that new initiatives, project-based working, technology improvements, staying ahead of the competition - these things come together to drive ongoing changes to the way the organization works work.
Here, John Kotter's eight-step change process can be taken to an account for the change needed for the organization. Following model can be used to implement a successful change within the organization where the management could declare a true victory.
Step One: Create Urgency
Develop logic of necessity around the need for change. This may help to spark the initial motivation to get things moving. Here the government needs an effective service from the service staff. Honest and convincing dialogue about what's happening in the marketplace and with your competition should be opened. It is very much essential to spend much more time on this step to find out the root cause for the need of change and what should be done to get to the desired outcome. Therefore the management can,
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Identify potential threats, and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from patients and outside stakeholders to strengthen your argument.
Step Two: Form a Powerful Coalition
Convince the staff of the need of change. This often takes strong leadership and visible support from key people within your organization. Therefore the senior health official together with the Chief Medical officer could lead the change process.
Effective leaders should be found out within the organization and they they don't necessarily follow the traditional company hierarchy (exonerating theater staff). To lead change, coalition should be brought, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Then the team needs to work together, continuing to build urgency and momentum around the need for change. Therefore the management can:
Identify the correct leadership within the organization.
Ask for an emotional commitment from these key people.
Work on team building within your change coalition.
Verify weak areas of the team ensure to correct the weaknesses
Step Three: Create a Vision for Change
Link the concepts to an overall vision that people can grasp easily and remember. A clear vision can help everyone understand why you're asking them to do something. Here the vision is to provide good service to the growing population and a high demand for primary healthcare within a tight budget and improve the effectiveness of the existing provision. Consequently the management can;
Determine the values that are central to the change.
Develop a short summary what management see as the future of the organization.
Create a strategy to execute that vision.
Practice the "vision speech" often.
Step Four: Communicate the Vision
After creating the vision the management should communicate it frequently and powerfully, and embed it within everything where organization engages their service in. Apart from the special meetings talk and exchange ideas it every time. Use the vision daily to make decisions and solve problems. Then demonstrate the kind of behavior that the management wants from the staff. So they could;
Speak often about the change vision.
Openly and honestly address peoples' concerns and anxieties.
Apply your vision to all aspects of operations - from training to performance reviews. Tie everything back to the vision. (Ex:clinics,operating theatre,wards,OPD)
Lead by example.
Step Five: Remove Obstacles
If the following steps are done accordingly all levels of the staff staff wants to get busy and achieve the benefits that the organization been promoting. Therefore the structure for change should be put in place, and continually check for barriers to it. Removing obstacles can empower the people you need to execute the vision, and it could help the change move forward. Therefore the Management should;
Identify change leaders whose main roles are to deliver the change.
Glance at the organizational structure, job descriptions, and performance and compensation systems to ensure they're in line with the vision.
Recognize and reward people for making change happen.
Identify people who are resisting the change, and help them see what's needed.
Take quick actions to remove barriers
Step Six: Create Short-term Wins
Provide the organization a taste of victory early in the change process. Develop a short time frame (a month or a year, depending on the type of change), to get the results. Without this, critics and negative thinkers might hurt the whole progress.
Create short-term targets - not just one long-term goal.
Adapt a balance score card to establish short term targets. It is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. This analyses the objectives, measures, targets and the initiatives of each four perspectives financial, customer, internal business process and learning and growth.
The change team change team may have to work very hard to come up with these targets, but each "win" that produce can further motivate the entire staff. Therefore:
Glance for sure-fire projects which can implement without help from any strong critics of the change.
Be able to justify the investment in each project.
Thoroughly analyze the potential pros and cons of the targets.
Reward the people who help to meet the targets.
Step Seven: Build on the Change
Try to launch one new service using a new system (Ex: Mobile healthcare programme) But the management should keep looking for improvements. Each success provides an opportunity to build on what went right and identify what an organization can improve. Therefore the management;
Should analyse what went right and what needs improving after every success turn.
Set goals to continue building on the momentum achieved.
Identify the importance of continuous improvement (Kaizen).
Keep ideas fresh by bringing in new change agents and leaders for change coalition.
Step Eight: Anchor the Changes in Corporate Culture
Finally, to make any change stick, it should become part of the core of the organization. The corporate culture often determines what gets done, so the values behind your vision must show in day-to-day work.
Make continuous efforts to ensure that the change is seen in every aspect of the organization. This will help give that change a solid place in your organization's culture.
It's also important that leaders often organization continue to support the change. This includes existing staff and new leaders who are brought in. Therefore the Management should look for following things;
Discuss about progress every moment.
Include the change ideals and values when hiring and training new staff.
Publicly recognize key members of original change coalition, and make sure the rest of the staff - new and old - remembers their contributions.
Create plans to replace key leaders of change as they move on. This will help ensure that their legacy is not lost or forgotten.