Dissertation: Creating Organizational Value

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[. . .] Considering the numerous parameters associated with a technochange atmosphere, there are certainly an immense array of company-specific considerations leaders must diligently manage. The term technochange itself, which was originally coined by Dr. M.L. Markus of the Claremont Graduate School in California, was created in an attempt to "capture the broad spectrum of aspects that are related to and have an impact on changes within an organization." Accordingly, the streamlining of the presumably intricate data fields of the relevant organization and its customer and/or investor pool, represents one such daunting but vital aspect for any manager under these circumstances (Dixon, 1999). One of the initial duties in achieving profitability through new systematic integration is leadership's extensive research and ultimate cumulative understanding of all pre-existing operational inputs (Dixon, 1999). In accomplishing this customized assignment, the creation (and strict adherence to) a feasible time frame has proven to be extremely helpful. Along with the establishment of such a timeline, institutions that have achieved great levels of success in valuation as a result of technochange have specifically compartmentalized the task. Knowing this, management needs to be prepared to do a great deal of planning and interacting before such integrative systems can be put in place. Through extensive planning, communication and data analysis, the future system can achieve greater success in a shorter period of time with less effort wasted trying to backfill operational gaps.

Another aspect of ensuring the success of the new technological system that accompanies planning and the creation of a timeline is the development of a detailed picture that illustrates the desired end state . By taking into account the individualized needs of all interested parties (such as stake holding entities, creditors and employees) leadership can create an appropriate model that would presumably depict what all entities hope for the organization to look like in the short-term and long-term future. Considering the organization's future capacity and structure relative to all various inputs at specific intervals can be a valuable tool in guaranteeing a smooth and enduring technological integration and revitalization.

In accomplishing a very large and complicated technochange, the composition and work style of the management team is also essential. This factor heeds the necessity of intellectually stimulating action on behalf of the executive body. The leadership body must be able to keenly identify the adaptive strengths of the organization and should thoughtfully determine problem areas and the likelihood of systems failure in these areas . As stated above, the construction of a wide-ranging technological system requires extensive planning and data analysis, which are both human resource-intensive tasks. Therefore, the personnel involved in such undertakings must be encouraged to think creatively and independently (Bass & Avolio, 1994). By promoting innovative process modalities among leadership members, such employees become increasingly more likely to devise new ways to better execute their specific job assignments (as such is the case in the aforeposed Apple example). Additionally, productive and revolutionary teamwork and group influence can show the numerous members of the organization that there is certainly a light at the end of the tunnel of uncertainty present in all changing workplaces .

Due to the extreme exactitude and meticulousness required for success in shifting work environments, many managers in such atmospheres have underestimated the strain such an undertaking can put on the human resources of the organization. As a result of such tension, management faces the next rung on the transformational leadership ladder: inspirational motivation (Bass & Avolio, 1994). By challenging employees to perform at higher standards and providing detailed reasoning behind each new task, managers can equip their staff with a renewed sense of purpose in their work (Barbuto, 2005). However, when considering the extremely labor-intensive planning and analysis processes associated with technochange environments, personnel are often at their cutoff point by the time the newly created systems are actually implemented, which is also the time where the demand for human resource attention is typically at its highest. Therefore, it behooves any manager to create some type of protective contingency plan for training outside help (and potentially bringing them in if the need occurs) before the actual implementation of the technological system.

In addition to the hardships accompanying essential integration procedures, the adoption of a director's new vision itself can often be quite taxing on employees. To combat this type of anxiety, management must be able to effectively communicate their new goals to their subordinates. By opening direct and reliable communicative channels with the workforce, leadership's vision becomes much more understandable, robust and generally engaging (Barbuto, 2005). Within these lines of communication, it behooves managers to be thoughtfully optimistic in their conveyance of new initiatives. Perceived optimism from upper management has been shown to directly carry over into the lower ranks (Barbuto, 2005). An employee's reception of this kind of sanguinity will typically cause him or her to become reenergized and exhibit increased levels of motivation and effort towards job responsibilities.

This communicative nature of leadership required throughout a period of technological change is especially relevant in heeding the essentiality of participatory leadership. The essence of this type of managerial approach involves leadership's ability to thoroughly monitor, assist and contribute to the creative process . In doing so, management should have direct and continuous contact with their immediate subordinates as well as lower-ranking members of their designated department. By sitting in on creative sessions and conducting regular meetings with team members, upper management can supervise activity and acquire vital feedback from designers and creative minds concerning the deficiencies and productive qualities each department brings to the table . The participatory approach can also ease workers' apprehensions by creating a direct and open pathway to discourse with the executive body. The figure below illustrates the connective potentials this type of communicative structure can have:

(Principles of Accounting, 2010)

Though the above depiction specifically exemplifies the functional outcomes of this managerial process according to the planning of a budget, the structural idea can certainly encompass a much more comprehensive area. Furthermore, when business, design and operations professionals work together in the same environment, efficiency in the technological implementation process increases significantly. While the operations division would be accountable for providing relevant productive capacities and deficiencies, the design team is typically responsible for bringing new ideas along with extensive knowledge of the target customer group. With this information presented in a collaborative environment, management can then supply additional internal company information and strategic guidelines regarding cost-effectiveness and feasibility (Kapoor, 2001). By allowing the imaginative inputs of designers to directly interact with the traditionally analytical minds of business executives and operations employees, firms can accurately identify any potential opportunities and/or deficiencies that may arise from the various means of technological implementation .

In addition, it is also important to remember that leaders in technochange situations are attempting to achieve the seamless integration of a new revolutionizing operational system. Thus, starting from the top, managers must be able to take additional steps to align employees with the organization's newly constructed technological vision, while simultaneously heeding pre-existing projects and schedules. In order to accomplish this delicate task directors are required to effectively ascertain their subordinates' specific capacities to embrace change and whether or not they are honestly committed to the future goals of the organization or if they are just going through the motions. In doing so, a manager in this situation must be able to adequately enact a strong set of operational ground rules and behavioral expectations as well as eloquently outline the specific short-term and long-term integrative objectives the organization hopes to achieve. Once again, this type of instillation calls for leaders to strategically utilize their communication skills .

Through a director's interactive efforts with his managerial counterparts and fellow employees, he or she can hope to create an ideal model of moral and high ethical behavior during the process of technochange. The creation of this kind of standard system comprises the final element of transformational leadership: idealized influence (Bass & Avolio, 1994). As noted above, the construction of promising ethical norms relies heavily upon a leader's communicational propensities. If the executive body is truly able to instill a genuine sense of communicational openness through all levels of the staff during such a period of change and uncertainty, the resultant organizational culture can discourage unethical behavior and other regrettable outcomes by opening secure and relaxed lines of communication (Rosanas & Velilla, 2005). This kind of outlet will also aid in persuading employees to speak up if they happen to encounter unethical or illegal activity occurring at the office. Knowing this, a participatory and communicative managerial approach can be extremely effective for firms that fear the potential for unethical behavior, which is quite common among firms undergoing periods of drastic change . Such unsolicited goings-on can cause the ultimate downfall of a company, and in the absence of a healthy and receptive organizational culture the proclivity of this type of behavior can increase drastically. And once a… [END OF PREVIEW]

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Creating Organizational Value.  (2011, July 28).  Retrieved June 19, 2019, from https://www.essaytown.com/subjects/paper/creating-organizational-value/7680146

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"Creating Organizational Value."  Essaytown.com.  July 28, 2011.  Accessed June 19, 2019.