http://www.businessballs.com/changemanagement.htm http://upetd.up.ac.za/thesis/available/etd-05092005123748/unrestricted/03chapter3.pdf http://www.practical-management.com/Leadership-Development/Leadership-VsManagement.html http://coach4growth.com/leadership-skills/leadership-vs-management-what-are-thecharacteristics-of-a-leader-and-a-manager http://management.about.com/cs/generalmanagement/a/companyculture.htm http://www.soi.org/reading/change/process.shtml http://www.biasca.com/archivos/for_downloading/management_surveys/Mgmt_Chan ge_Management_Perspective.pdf http://humanresources.about.com/od/changemanagement/a/change_leaders.htm http://www.lmcuk.

com/book-review/organizational-change-for-corporatesustainability

LEADERSHIP VS MANAGEMENT
Leading the Organisation Networking and Achieving. Inspiring communicator of the vision of the organisations/service to a wide network of internal and external stakeholders: gains the confidence and support of various groups through sensitivity to needs and by achieving organisational goals. Focusing Effort. Clarifies objectives and boundaries; team-oriented to problem-solving and decisionmaking and to identifying values. Building Shared Vision. Has a clear vision and a strategic direction in which s/he engages various internal and external stakeholders. Draws others together in achieving the vision. Supporting a Developing Culture Supportive when mistakes are made: encourages critical feedback on him/herself and the service provided.

Facilitating Change. Sensitive to the impact of change on different parts of the organisation: maintains a balance between change and stability. (1.2) Managing the Organisation Henry Mintzberg. Managers work involves developing peer relationships, carrying out negotiations, motivating subordinates, resolving conflicts, establishing information networks and disseminating information, making decisions with little or ambiguous information and allocating resources. These skills are different from but complementary to the more concrete ones required of leaders. The Seven Elements of Emotional Leadership. 1. Self-Awareness. The awareness of your own feelings and the ability to recognise and manage these. 2. Emotional Resilience. The ability to perform well and consistently in a range of situations and when under pressure. 3. Motivation. The drive and energy which you have to achieve results, balance short and long-term goals and pursue your goals in the face of challenge and rejection. 4. Interpersonal Sensitivity. The ability to be aware of the needs and feelings of others and to use this awareness effectively in interaction with them and arriving at decisions impacting on them. 5. Influence. The ability to persuade others to change their viewpoint on a problem, issue or decision. 6. Intuitiveness. The ability to use insight and interaction to arrive at and implement decisions when faced with ambiguous or incomplete information. 7. Conscientiousness and integrity. The ability to display commitment to a course of action in the face of challenge, to act consistently and in line with understood ethical requirements. A commonly coined phrase tells us that leadership is doing the right thing and management is doing things right. This illustrates how the two skill sets need to work together. In order to be fully rounded, you must have the ability to manage the day to day tasks and deliver results, while seeing the opportunity for change and the big picture. Demonstrating good leadership skills without the management skills to support it, will leave you with an inability to operationalize your visions. Likewise, being a good manager without good leadership skills will cause continual challenges in motivating your team and producing the results you are trying to manage to. Being able to blend these two styles is truly a unique skill set. Keep in mind there are an

abundance of managers in the world but very few truly embody the characteristics of a leader.

ORGANISATION DYNAMICS AND CHANGE

Change management is an important aspect of management that tries to ensure that a business responds to the environment in which it operates. There are four key features of change management:
y y y y

Change is the result of dissatisfaction with present strategies It is essential to develop a vision for a better alternative Management have to develop strategies to implement change There will be resistance to change

Many factors drive change in a business. Lewin identified four forces: In Lewins model there are forces driving change and forces restraining it. Where there is equilibrium between the two sets of forces there will be no change. In order for change to occur the driving force must exceed the restraining force Lewins analysis can be used to:
y y y y

Investigate the balance of power involved in an issue Identify the key stakeholders on the issue Identify opponents and allies Identify how to influence the target groups

Forces for change include:

Internal forces for change A general sense that the business could do better Desire to increase profitability Reorganisation to increase efficiency Natural ageing and decline in a business (e.g. machinery, products) Conflict between departments

External forces for change Increased demands for higher quality and levels of customer service Uncertain economic conditions Greater competition Higher cost of inputs Legislation & taxes Political interests

The need for greater flexibility in organisational structures Concerns about ineffective communication, de-motivation or poor business relationships

Ethics & social values Technological change Globalisation Scarcity of natural resources Changing nature and composition of the workforce

CULTURE AND CHANGE A culture is the values and practices shared by the members of the group. Company Culture, therefore, is the shared values and practices of the company's employees.

Company cultures evolve and they change over time. As employee leave the company and replacements are hired the company culture will change. If it is a strong culture, it may not change much. However, since each new employee brings their own values and practices to the group the culture will change, at least a little. As the company matures from a startup to a more established company, the company culture will change. As the environment in which the company operates (the laws, regulations, business climate, etc.) changes, the company culture will also change. These changes may be positive, or they may not. The changes in company culture may be intended, but often they are unintended. They may be major changes or minor ones. The company culture will change and it is important to be aware of the changes. Culture change is difficult and time consuming because "culture" is rooted in the collective history of an organization, and because so much of it is below the surface of awareness. In general, the process of culture change must include the following steps:
y

y y

Uncover core values and beliefs. These may include stated values and goals, but they are also embedded in organizational metaphors, myths, and stories, and in the behaviours of members. Acknowledge, respect, and discuss differences between core values and beliefs of different subcultures within the organization. Look for incongruences between conscious and unconscious beliefs and values and resolve by choosing those to which the organization wishes to commit. Establish new behavioural norms (and even new metaphor language) that clearly demonstrate desired values. Repeat these steps over a long period of time. As new members enter the organization, assure that they are surrounded with clear messages about the culture they are entering. Reinforce desirable behaviour.

Assess The Company Culture There are many ways to assess your company culture. There are consultants who will do it for you, for a fee. The easiest way to assess your company's culture is to look around. How do the employees act; what do they do? Look for common behaviors and visible symbols. Listen. Listen to your employees, your suppliers, and your customers. Pay attention to what is written about your company, in print and online. These will also give you clues as to what your company's culture really is. Determine The Desired Company Culture Before you can change the company culture, you have to decide what you want the company culture to look like in the future. Different companies in different industries will have different cultures. Look at what kind of a culture will work best for your organization in its desired future state. Review your mission, vision and values and make sure the company culture you are designing supports them. Align The Company Culture You need to align your company culture with your strategic goals if it isn't already. y Develop a specific action plan that can leverage the good things in your current culture and correct the unaligned areas. y Brainstorm improvements in your formal policies and daily practices. y Develop models of the desired actions and behaviors. y Communicate the new culture to all employees and then y over-communicate the new culture and its actions to everyone.

It's clear that culture change is an ongoing process, so its very hard to identify organizations that have "completed" a successful culture change.

APPROACHES TO CHANGE Five different broad approaches to effecting change were identified by Thurley and Wirdenius (1973) and summarised by Lockitt (2004). 1. Directive strategies. This strategy highlights the manager's right to manage change and the use of authority to impose change with little or no involvement of other people. The advantage of the directive approach is that change can be undertaken quickly. However, the disadvantage of this approach is that it does

not take into consideration the views, or feelings, of those involved in, or affected by, the imposed change. This approach may lead to valuable information and ideas being missed and there is usually strong resentment from staff when changes are imposed rather than discussed and agreed. 2. Expert strategies. This approach sees the management of change as a problem solving process that needs to be resolved by an 'expert'. This approach is mainly applied to more technical problems, such as the introduction of a new learner management system, and will normally be led by a specialist project team or senior manager. There is likely to be little involvement with those affected by the change. The advantages to using this strategy is that experts play a major role in the solution and the solution can be implemented quickly as a small number of 'experts' are involved. Again, there are some issues in relation to this strategy as those affected may have different views than those of the expert and may not appreciate the solution being imposed or the outcomes of the changes made. 3. Negotiating strategies. This approach highlights the willingness on the part of senior managers to negotiate and bargain in order to effect change. Senior managers must also accept that adjustments and concessions may need to be made in order to implement change. This approach acknowledges that those affected by change have the right to have a say in what changes are made, how they are implemented and the expected outcomes. The disadvantage to this approach is that it takes more time to effect change, the outcomes cannot be predicted and the changes made may not fulfil the total expectations of the managers affecting the change. The advantage is that individuals will feel involved in the change and be more supportive of the changes made. 4. Educative strategies. This approach involves changing people's values and beliefs, 'winning hearts and minds', in order for them to fully support the changes being made and move toward the development of a shared set of organisational values that individuals are willing, and able to support . A mixture of activities will be used; persuasion; education; training and selection, led by consultants, specialists and in-house experts. Again, the disadvantage of this approach is that it takes longer to implement. The advantage is that individuals within the organisation will have positive commitment to the changes being made. 5. Participative strategies. This strategy stresses the full involvement of all of those involved, and affected by, the anticipated changes. Although driven by

senior managers the process will be less management dominated and driven more by groups or individuals within the organisation. The views of all will be taken into account before changes are made. Outside consultants and experts can be used to facilitate the process but they will not make any decisions as to the outcomes. The main disadvantages of this process are the length of time taken before any changes are made, it can be more costly due to the number of meetings that take place, the payment of consultants/experts over a longer time period and the outcomes cannot be predicted. However, the benefits of this approach are that any changes made are more likely to be supported due to the involvement of all those affected, the commitment of individuals and groups within the organisation will increase as those individuals and groups feel ownership over the changes being implemented. The organisation and individuals also have the opportunity to learn from this experience and will know more about the organisation and how it functions, thus increasing their skills, knowledge and effectiveness to the organisation.

CRITICAL PERSPECTIVES TO CHANGE

responsibility for managing change The employee does not have a responsibility to manage change - the employee's responsibility is no other than to do their best, which is different for every person and depends on a wide variety of factors (health, maturity, stability, experience, personality, motivation, etc). Responsibility for managing change is with management and executives of the organisation - they must manage the change in a way that employees can cope with it. The manager has a responsibility to facilitate and enable change, and all that is implied within that statement, especially to understand the situation from an objective standpoint (to 'step back', and be nonjudgemental), and then to help people understand reasons, aims, and ways of responding positively according to employees' own situations and capabilities. Increasingly the manager's role is to interpret, communicate and enable - not to instruct and impose, which nobody really responds to well. Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and tolerance are required to help people in these situations to see things differently. Bit by bit. There are examples of this sort of gradual staged change everywhere in the living world. The Psychological Contract is a significant aspect of change, and offers helpful models and diagrams in understanding and managing change - potentially at a very fundamental level. Also, certain types of people - the reliable/dependable/steady/habitual/processoriented types - often find change very unsettling.

People who welcome change are not generally the best at being able to work reliably, dependably and follow processes. The reliability/dependability capabilities are directly opposite character traits to mobility/adaptability capabilities. Certain industries and disciplines have a high concentration of staff who need a strong reliability/dependability personality profile, for example, health services and nursing, administration, public sector and government departments, utilities and services; these sectors will tend to have many staff with character profiles who find change difficult. See the personality styles page to help understanding about different types of people. Age is another factor. Erik Erikson's fascinating Psychosocial Theory is helpful for understanding that people's priorities and motivations are different depending on their stage of life. The more you understand people's needs, the better you will be able to manage change. Be mindful of people's strengths and weaknesses. Not everyone welcomes change. Take the time to understand the people you are dealing with, and how and why they feel like they do, before you take action.

MANAGEMENT AND LEADERSHIP DEVELOPMENTCHANGE AND SUSTAINABILITY The process to achieve corporate sustainability, the authors suggest, is via either incremental or transformative change, depending on the size of the corporate ecological and social footprint. With in-depth case studies, critical vignettes, boxed features, and useful chapter summaries, Organizational Change for Corporate Sustainability is more than just a practical introduction. It clearly presents a fully integrated plan of action. The authors suggest ten steps for a successful transformational change:

y y y y y y y y y y

Know where you are now Develop the vision - the dream organisation Identify the gap Assess the readiness for change Set the scene for action Secure basic compliance Move beyond compliance Establish the performance criteria Launch and manage the transformational change program Maintain the rage