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Essay / Research Paper Abstract
This 19 page paper has three sections, each looking at a different aspect of change and leadership. The first section considers Peter Senge’s ideas on how change can take place in an organization. The second section examines the idea that a leader developing an organization that can identify competitive opportunities and innovate is more important than being the innovator themselves. The third section looks at leadership theory and how this will help determine the best way to train future leaders. The bibliography cites 16 sources.
Page Count:
19 pages (~225 words per page)
File: TS14_TEchgled.rtf
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Unformatted sample text from the term paper:
thrust of the system appears to be a physical systems One of the biggest problems to the changing organisation is that of
resistance to change by those whom the change will effect. Peter Senge is also an advocate of this philosophy but he takes this idea a stage further that commentators such
as Lewin with development models of change that required an unfreezing and a refreezing each side of the change (Lewin, 1951). Senge argues
that we have been conditioned into resisting change by institutions such as schools (Senge). For change to occur organisations need to become learning organisations and overcome the many barriers to
change. This is due to organisational culture which persists. The world can be viewed in our minds as a mechanical place where change is driven by the leaders as opposed
to an organic world where things can evolve and change naturally (Senge). Indeed, Senge has even argued that business leaders should equate themselves with gardeners (Senge, 1999).
Senge outlines ten challenges to change, these are all dynamic, non-linear and interdependent (Senge). A long way from the commonly perceived mechanical world. These forces are
made up of push and pull factors which are a natural process and the normal reaction is to try to balance these forces. The ten challenges he see which businesses
face are * There is not enough time to undertake the task required. It is commonly perceived that this is a suitable excuse, partly due to the way in which
current workplaces are organised so that time is not used effectively. * Lack of help, this is seen by many as a stumbling block as many managers may be
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