Resistance to change is considered to be an interactive phenomenon. Psychologists understand this resistance as employee utilization of self-enhancement strategies in response to a threat to their work-based identity. Whether you are facing a “person-oriented resistance” or a “principle-oriented resistance” make sure you encounter this resistance by enhancing your personal and organizational managerial skills and refine your work-based identity from a managerial perspective.
Learn in this tailor-made course how to identify employee’s threats towards change, skills to transfer resistant employees to change agents, and implement strategies to facilitate internal and external change.
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Creating a Motivational Vision
“I have a Dream” was a motivational vision created by Dr. Martin Luther King. The effect of this vision painted a picture of a United States that would be a better place. In the 21st century organization and individual visions did not change but people’s will and goals have. A successful vision is a combination of both intuition (right-brain thinking) and logical analysis (left-brain thinking).
Learn in this tailor-made course how to release the energy and motivate the organization into a better vision and goal oriented retrospect. These day-to-day decisions and priorities provide the parameters for your planful opportunism.
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Mobilizing People: Getting People Signed on to the Mission
Visions and mission statement are considered to be as tools of strategic importance. Their influence on people’s behaviour and resource allocation clearly shows its importance to organizations. We all see and read vision and mission statements in each and every corner in our offices and organizations but the real question are these mission and vision statements aligned with the internal leaders and followers of an organization? Do they really influence people in an organization?
Learn in this tailor-made course how to plan in order to generate commitment, management process and how to frame a problem, change the composition of the team and finally educate yourself with managing the transition.
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The leader as a Social Architect - Making Bureaucracy Behave
Creating an effective organizational structure is a necessity. This creation relates to technical, political and cultural aspects of the organization. The technical issues relates from the identification of the strategic leverage to the opposite side of revamping of financial allocations. On the other hand, the political structure redefines the CEO’s role and the reallocation of decision making. Finally, the cultural design of the organization includes the balancing cultural diversity with values shared throughout the organization.
Learn in this tailor-made course how to confront technical, political, and cultural uncertainty by adjusting the jigsaw puzzle of technical, political, and cultural systems.
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The Leader as Social Architect – Motivating People
Daniel Pink in his book Drive: The Surprising Truth About What Motivates Us believes that what motivates people are intrinsic transactional rewards. On the contrary, Hierarchy of Needs Theory, Hygiene Theory, Expectancy Theory, Equity Theory, Reinforcement Theory, and Achievement Motivation Theory all focus on the essential aspect of employees when feeling valued, supported, and challenged, with a clear direction and an understanding of the important role they play in the achievement of company objectives. In order to motivate employees’ leaders should employ a mix of four Rs: Responsibilities, Relationships, Rewards, and Reasons.
Learn in this tailor-made course how to emphasize success rather than failures, deliver recognition and reward in an open and publicized way, deliver recognition in a personal and honest manner, tailor recognition and reward to the unique needs of the people involved, and timing is crucial.
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