Fear of Losing Control :: essays research papers

It is common understanding in business that to hang on ahead of the competition, change is necessary. Employees are consistently told they must continue to get a line new ways to achieve better results. The direction is clear remediate productivity, become to a greater extent effective, get more done with less, get it salutary the first time. When groups in the middle or the bottom of an organization bulge out to change how they do their stimulate, does the rest of the organization give them unqualified leap out? Top-Down vs. Bottom-Up ChangeWhile much of senior concern at large corporations today might claim to want self-empowered employees, the pivotal would seem to be the rule. Rarely is change initiated from somewhere another(prenominal) 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, richly sanctioned the proposal for change. One fi nding in a modern study surveying 4,300 U.S. companies with 100 or more employees seems to support this spatial relation as forty percentage of hourly employees, versus only sixteen percent of managers, cited a lack of management visibility and support as a major impediment to change. (Zoglio, 1998) Organizational politics, which inevitably makes managers fear losing control more than reaching 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 most or at the point of creating significant benefits for the organization. Organizational Creative sentimentIn order to have sustainable, ongoing change, the work must be done with full ownership and account powerfulness of those producing the results. The typical scenario, however, is that employees are stipulation direction and complete work as they are told to do so by those in authority. A dependence on authority to take a leak new ideas gets perpetuated. Perhaps those in corporate leadership positions are self-seeking and realize that recognition is given most to those who create and implement economic new ideas.Unquestionably, leadership is most capable when it is able to keep work aligned with the strategy and direction of the organization. The best executives today have the ability to ensure the company progresses while challenging thinking. The resulting unspoken message to employees is to be creative, but only within the framework of sanctioned thinking. In other words, employees must follow someone elses thinking while continuously improving performance.The direction and resulting message are in conflict.