By ronpass on February 28, 2010
Many managers believe that once they have attained a managerial position, they have “arrived”. They see the appointment to the managerial role as an acknowledgment that they “know it all”. However, the failure of managers to learn is the greatest impediment to organizational learning.
Posted in Learning Organization | Tagged action learning, Learning Organization, learning organization exemplar, manager's learning, managerial culture, managerial learning, managerial role, organizational culture, organizational development, organizational goals, organizational learning, organizational vision
By ronpass on February 21, 2010
Managers typically focus on change management – getting to the end physical state as quickly as possible. In the process, they leave their employees behind. What managers fail to understand, and act on, is the nature of the personal transitions that individual employees experience during the change process. Understanding these personal transitions can contribute substantially to a successful change.
Posted in Personal Transitions | Tagged beginnings phase, Change Management, change management strategies, cultural change, endings phase, neutral zone, personal change, Personal Transitions, Stress Management
By ronpass on February 9, 2010
Managers have multiple sources of power to manage change and develop organizations. Many organizations, though, have power vacuums because managers do not take up the power that is rightfully theirs. Power has become a dirty word but the reality is that organizations are arenas of power and influence. Managers by their very position have organizational power and the responsibility to use it for employee welfare and achievement of organizational goals.
Posted in Organization Development | Tagged expert power, influence, managerial power, managerial responsibility, organizational goals, personal power, poor performance, positional power, referent power
By ronpass on February 7, 2010
The pervading culture in your organization has developed over time and will persist in your work group unless you work actively to change it. What you focus on, pay attention to, and spend time on, communicates your values and influences work group culture. As a manager, you need to be consistent, congruent, persistent and resilient to change workplace culture.
Posted in Culture Change | Tagged changing culture, cultural change, emotional intelligence, Organization Development, organizational culture, workplace culture
