Fear of Losing Control :: essays research papers

It is common understanding in business that to stay frontwards of the competition, counterchange is necessary. Employees are consistently told they must continue to find mod ways to achieve better results. The direction is clear improve productivity, die more effective, get more do with less, get it right the prime(prenominal) time. When groups in the middle or the bottom of an fundamental law begin to change how they do their work, does the rest of the organization give them unqualified support? top-down vs. Bottom-Up ChangeWhile much of senior management at large corporations today might claim to want self-empowered employees, the opposite would calculate to be the rule. Rarely is change initiated from somewhere other than at or from the top allowed to significantly alter an organization, unless the higher levels of authority deep down the organization have envisioned the change or, at a minimum, fully ratified the proposal for change. One finding in a recent memoris e surveying 4,300 U.S. companies with 100 or more employees seems to support this perspective as forty percent of hourly employees, versus only sixteen percent of managers, cited a lack of management visibility and support as a major(ip) impediment to change. (Zoglio, 1998) Organizational politics, which inevitably makes managers fear losing control more than stretch for success, inevitably lead to the demise of changes originating in other ways within the organization. This move to control people often occurs when these changes are near or at the point of creating significant benefits for the organization. Organizational Creative ThinkingIn order to have sustainable, ongoing change, the work must be done with full ownership and accountability of those producing the results. The typical scenario, however, is that employees are given direction and complete work as they are told to do so by those in authority. A dependence on authority to create late ideas gets perpetuated. Perhaps those in corporate leadership positions are self-serving and recognise that recognition is given most to those who create and implement profitable bleak ideas.Unquestionably, leadership is most capable when it is able to keep work align with the strategy and direction of the organization. The best executives today have the ability to mark off the company progresses while challenging thinking. The resulting unspoken message to employees is to be creative, provided only within the framework of sanctioned thinking. In other words, employees must follow someone elses thinking while continuously change performance.The direction and resulting message are in conflict.