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英国management assignment
21世纪,现代组织在充满复杂性的动态环境和高效率的节奏下运行。组织期望员工能随机应变，灵活，热情地愉快地接受创新和变革。组织的进步不仅基于员工的培训和发展，同时也基于组织本身。作为回报，在员工之间发展和分享所需的知识是组织赖以生存的基础，对个人和整体都是如此。 1993年，著名经济学家之一，D Garvin，定义学习型组织为“善于创造，获取和传递知识的组织，并修改其行为以反映新的知识和见解”。用学习机制和过程来描述组织学习最为恰当（PrianfarH，2007）。由于迅速变化的环境，所有重要的思想家都觉得有必要培育组织学习价值观。不断增长的环境压力以及全球需求之间的竞争，主要组织正在推翻传统的领导风格。 现代化的发展趋势在本世纪使组织在各个方面非常具有适应性，平易近人，非常灵活。整合了深度变化价值观的正统领导风格应运而生。领导的风格和强度在构建企业文化和价值中起着巨大作用。“默认或人为的，高级管理人员掌控着变化机制，它可以识别组织变化和学习的需要”Kim B Clark (2008)。 In the era of 21st century modern organizations are operating within the environment of dynamic, full of complexities and efficient paced. Expectations are revealed around the employees to be adaptable, flexible and enthusiastic to entertain the innovation and change. The organizational progress is merely based not only on the consistent training and development of employees but also the organization itself. Which in returns develop and share the required knowledge among the employees which would base the survival of the organization, individually as well as collectively. In 1993, one of the famous economists, D Garvin, defined learning organization as "an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behaviour to reflect new knowledge and insights" and the Organizational learning is best described as a mechanism and processes of learning (Prianfar H, 2007). Due to rapidly changing environment all the critical thinkers have felt the need and cultivated the organizational learning values. The continuous growing pressure on environment along with the competition among global demands, major organizations are demolishing the traditional styles of leadership. The modern trends in the current century have made organizations very adaptable, approachable and flexible in all aspects and has came into existence due to the authentic leadership styles integrated with the in depth change in the cultural values. The style and strength of leadership always plays an enormous role in constructing the organizational culture and values. “The senior management keeps the control of change mechanism, by default or deliberately, which can identify the need of change and learning in the organization” Kim B Clark (2008). “The process of leadership is a process which not only influence the individuals to accomplish the goals but also encourages the groups of individuals” Peter Northouse (2007). The learning of the organization is purely based on the leaders, “Leaders who lead learning as they learn to lead” (Yochanan, 2005). This attitude shows the leaders concentration on the team roles as well as promoting the learning among them where certain behaviours are calculated to improve the organizational learning. During the recent years, the roles have been diversified and transferred to individuals and classified as leaders and followers, where the participation of followers constitutes the organizational learning. It depicts that the leaderships is no more a one way traffic but a two way as followers and leaders all are engaged to work towards the same goals while sharing their efforts. The process of leadership involves to provide those opportunities and environment where everyone could perform up to the best level and participate towards the organization growth. On the other side, if the leaders are unable to entertain such opportunities than the company could lead to the huge disaster. Various theories including multiple methodologies have been discussed in this assignment to show and improve the role of a leader. 收集文献——Collection of Literature The search of right literature has always been the key part of any research work to elaborate the findings, meet the requirements and objectives set in the goals. Finding the correct and relevant literature was the first interrogative part of my research scope. To get the definite and relevant information, I had to be very cautious during the whole research procedure as invigilating the right and proper key word along with the proper direction was the challenging and creative part of my task. Before plunging into the pool of search where each and every step has to be followed with full attention and care, I would like to thank s BITE to allow me to use the library and allowing me the online access to the electronic resources database which includes, journals, books and articles from various scholars. The research has been conducted by myself with the proper attention and use of various articles elaborating the recent changes in leadership styles along with the impact of information technology management. Keywords: Leadership theories, Role of Leaders in organizational learning, Learning Organization Transformational leadership, Organizational Learning. 审阅文献——The Review of Literature Various types of leaders and the learning styles within the organizations have been defined by Allan in 1998 in the international journal of “Transformational leadership and learning orientation”. Laissez Faire has been nominated a versatile leader who always left the responsibilities to be handled by the followers and never try to interrupt in their way of performing duties and let them do it according to their own appropriate way and return the liability respectively. The leaders make the followers feel as they are not present there but actually they are but do not interrupt as they avoid to entertain any issues raised. The famous writer Allan in 1998, classified leaders and described them eventually. Whereas the above described type is the first classification. The second type of the leaders have been described as they furnish incentives, give rewards, entertaining promotions and also penalize for their mistakes after the complete review on the followers performance. It is also worth mentioning here, this type of the leaders usually assign roles and fulfil the requirements respectively. This type of leadership is known as transactional leadership. The third type of leadership is known as the transformational. This type of group highlights the key roles and establishments of the organization and group itself. The transformational leadership is always based on the concerns and successes of the followers which also show the direction and perspectives of their jobs to be done and managed. “He develops colleagues and followers to higher levels of ability and potential, and motivates others to transcend self-interest so as to benefit the group as a whole” (Allan, 1998). This type of leadership is very interesting because it proliferates an environment around the followers which activate and motivate them to work towards the standard set goals of the team. Following and adapting the transformational and transactional leader approach has always been the priority of successful leaders regardless of the facts, times and situations. The top management should always have a pyramid of complete management and leadership display where rewards and incentives are the core of this type. It has been found that the interest of individuals could be different from the collective interests or organizational interests, so transformational leadership style should be adopted to explore and bring to attention the key issues on board which are specifically related to the organization. It would help to ensure the awareness and create interest among the employees. “Transformational leadership also support to generates awareness of the mission or vision of the team and organization, develops colleagues and followers to higher levels of ability and potential, and motivates others to transcend self-interest so as to benefit the group as a whole” (Allan,1998). “Various roles have been elaborated as a teacher, designer and steward that constitutes and displays the leadership styles in the organizational learning. To establish the organization environment for the purpose of learning, a leader should act like a designer which would not only helps the leader to look after the structural orientation and processes. It would bring the enhancement to the learning capabilities” (Zoe, 2001). Acting like a steward, a leader should bring some new learning to the organization as well as the change into the community. The leaders should have some visions and purposes so they could implement and then reincarnates the organization vision which would not only permits the connection of the leader to spread the development among humanity but also cultivates the learning through evolution. This vision contains so much wide integration, so the leader should be capable enough to play this act. Various stages can be utilized to inspire the views of many people by the commanding leaders where reality can be defined by them. The performance of this role is classified as a teacher. “Defining reality at the level of individual events leads to a reactive environment. Identifying patterns of behaviour, the second level of reality, helps to focus towards longer-term trends and their implications. The latter two levels of reality, systemic structures and the purpose story, helps learning organisations’ to focus their efforts, though they pay attention to all four” (Zoe, 2001).#p#分页标题#e# During the last decade, Yochanan had defined the completion of things and task using the learning technique of single loop. He also mentioned that continuous prediction and correction is required for identified mistakes in a single loop, but it might be a false approach, as it is based on the assumptions (Yochanan 1998). On the other side, to learn the better understanding, double loops are used because multiple questions can be raised in this process. The market position, its vision and culture with the awareness of the basic principles of the organization can be obtained and figured through using the triple loop learning. The third stage of leadership is very comprehensive and gives the chance with encouragement to adapt multiple strategies to answer the questions raised. It also gives strength to take risk. Modern organizations are bit different in this regard but old traditional organizations were under the fear not to take risks, because the first stage of learning known as single loop, scares to take risks. “One approach linking individual and organizational learning through leadership has been a focus on the role of directors. In addition to this view of teams as a powerful vehicle for reflection, dialogue and the sharing of learning, leadership seems to play a key role in reshaping and transforming” (Yochanan, 1998). 惠普的案例研究——The Case Study of Hewlett-Packard Where other organizations are providing leading services to businesses in the market, there HP is known as the worldwide leader of serving the services to customers, organizations, solutions to their problems and technologies to enhance the products. Using their own best practices, HP has developed after the complete learning of creating strategies for the enterprise solutions. Formulization of set of practices was developed by them. There was investment in IS/IT to enhance the performance of technology and services, further more to manage change in the industry. Company witnessed rapid changes in technology, emerging markets. According to Peter Gaarn, global program manager in executive development, “So much had changed so fast that managers were saying that they were unsure how to lead in the new environment “. To get to the main business issues, HP’s workforce development group carried out interviews with business managers across the organization. The results of interviews indicated that managers across the organization were frustrated due to the slow pace of decision making. Finding of interview also indicated loss of shared purpose and lack of alignment led to productivity deceleration and wasted opportunities. To overcome these issues and fill the gaps in knowledge HP leadership brought in dynamic learning programme. To effectively illustrate target skills and build participative environment, Program designer selected the live formats. This Program was run by HP facilitators with collaboration of external professionals. Very important part of designed program was accountability for action. The thinking behind the program was that development should not be ended on last day of program but participants would apply Dynamic Leadership to their objective. Copies of the objectives are sent to each participant’s manger to aid its accountability, encourager support and foster alignment. This case study establishes that the behaviour and commitment of the leadership is to provide best practice knowledge to their management and staff member so they can cope with the unprecedented changes in the market. We have learnt a lesson after the investigation of this research, if the management does not take timely action towards their staff learning, it will slow down the profile of the organization, whereas on the other side, if they do understand its importance in time, it will enhance the business and gloom the organization. 结论——Conclusion After conducting this literature review and research, it suggests that the transformational leadership should be adopted by the learning organization. With the acceptance of this lead, all the employees and leaders are enhanced and encouraged to transform their jobs, which would result the organization to be very productive and successful. But if leaders want to achieve organizational objectives in return, they should implement transactional leadership, as this approach integrates both the learning process and the strategy of the particular organization. When the organization demands more learning and rapid change, if the leaders do not implement this approach, they are putting the organization in a deadlock, as they do not value the environment of learning. It is very important for the leaders to get involved the senior staff’s experiences into the learning environment, they will lose out the business in a shockwave. “Corporations that help their executives and leadership teams examine their action logics can reap rich rewards” ( David Rooke and William R. Torbert). |
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