Chang Managment New

8/3/2019 Chang Managment New

1/4

TRANSACTIONAL VS. TRANSFORMATIONAL LEADERSHIP

Lesson #6

Transactional leadership

An approach that inquire the interactions between leaders and followers by legal

agreement or contract and having no concern with employees or managers beyond

contract. This approach assumes that work is done only because it is rewarded, and for no

other reason, and it therefore focuses on designing tasks and reward structures. While it

may not be the most appealing leadership strategy in terms of building relationships and

developing a long-term motivating work environment, it does work, and it's used in most

organizations on a weakly and monthly basis to get things done. or This person is

interested in looking out for oneself, having exchange benefits with their subordinates

and clarifies a sense of duty with rewards and punishments to reach goals.

Transformational

Transformational leadership is a type of leadership style that leads to positive

changes in those who follow. Transformational leaders are generally energetic,

enthusiastic and passionate. Not only are these leaders concerned and involved in theprocess; they are also focused on helping every member of the group succeed as well.

Effective organizations are those where leadership is inspirational, role model, learning &

grooming of followers. Western is more transactional.For example viz. role of teacher should he

be clear by his legal contract and a role which is just limited to class room or he is considered an

overall role model, inspiring leadership and ethical values.

Continuous or First - order change

Two frameworks in which change can occur; continuous or first order change in which

the system remains un changed but the policies and rule regulation of the company changed.

These changes and variations are necessary for business to grow and boom in a competitive

environment. Evolution theories describe the first-order changes that industries
http://psychology.about.com/od/leadership/a/leadstyles.htmhttp://psychology.about.com/od/leadership/a/leadstyles.htm


2/4

Experience. Natural selection mechanism views the entry and exit of firms in an industry

as the primary method of evolution. (Changes within particular stage of organizational life cycle)

In other words this refers to gradual changes in organization such as refining existing processes

and procedures.

Discontinuous or second-order change

Change that occurs when fundamental properties or system itself has changed, for

example, the fall of communism in Europe and former Soviet Union. Or revolutionary changes in

technology, competition, socio-economic conditions like in telecommunication, banking, health-

care, and electronics are considered discontinuous change as it leads restructure these industries,

relocate industries and change the bases of competition. Change of stage on organizational life

cycle is a discontinuous one. Quantum change is perceived better to make organizations High

Performing Organization (HPO)

Micro-changes

Another practical classification is because of to the difference in degrees e.g.

modifications, improvements, enhancements & upgrades

Mega-changes

These refer to the differences in kind a structural one, for example when we refer to a

new system.

Human Capital

Human capital refers to the full range of knowledge, skills & abilities an individual can

use to produce a given set of outcomes. Practically at upper rank manager are able to scan

internal/external environment, solve problem, seize opportunities, etc. Firm-specific human

capital means knowledge of ones own operation, strengths, weaknesses, tacit knowledge,operational personnel and communication styles etc. General human capital deals with

knowledge of and about larger environment, competitors, suppliers, customers, stake holders, and

about dealing with human capital.


3/4

Social capital

learning essentially a social phenomenon? It refers to the linkages between social actors,

the strengths of those linkage, and resources that flow from them (networking). The key

dimensions include structural (relationship pattern among actors), relational (trust, norms,obligations, ethics that thru the relationship flow), and cognitive (shared beliefs and languages).

Linkage between upper echelon and Board of Directors (BOD) in the form of information,

advice, trust, and other organization processes like problem-solving, decision-making,

coordinating. A very thought provoking( to cause a particular reaction) and interesting question

would be what if organization has human capital minus social capital, and vice-versa?

Four types of organizational change

1. Power culture

Following are the attributes of power culture. In such organizations individual is told

what to do ,power is exercised by leaders about changing behavior, extraneous pressures to

perform role and extrinsic( not belonging naturally) motivation results are focused.

2. Role culture

Where individual acts within the limits of job-description. For example stenographers in

public sector refuse to learn or do the job such as fax or e-mail as per his job-description(narrower interpretation of a job).

3. Task/ achievement culture

Individual acts in a suitable way to complete tasks. People are motivated intrinsically

(autonomy and sense of satisfaction.

4. Person/Support culture: Individual uses own initiative.

Organisation Development

OD is a system wide process of data collection, diagnosis, action planning, intervention,

and evaluation aimed at:


4/4

1. Enhancing congruence between organization structure, process, strategy people and culture;

2. Developing new and creative organizational solutions;

3. Developing the organization's self-renewal capacity The difference between OD and change

management is difficult to delineate as it is overlapping but OD context essentially deals with

internal aspects of organization while change management tends to be broader in its scope and

concerns with both internal and external aspects of organization.

Organizational meme

Definition: Any of the core elements of organizational culture, like basic assumptions,

norms, standards, and symbolic systems that can be transferred by imitation from one human

mind to the next. In simpler words it is the replicating or copying behavior. It is very fundamental

way of learning borrowed from child psychology. Individual learns from other by following him

as a role model. Fors example students getting admissions in any one popular subject or

profession at any given time; be it medical, engineering, information technology, just because of

imitating behavior. This is also known as band wagon effect or mass movement. In consumer

behavior the same thing known as life style or fashion. Bench marking at organizational level

represents mimicry especially when one organization (industry leader) does something new and

all tend to follow the same. Even states follow other states in terms of economic and development

policies considered successful such as export promotion, FDI, trade-liberalization,

nationalization, import-substitution policy, or entrepreneurship promotion etc. Scholars have

different opinions in advocating the efficacy of mimetic process as some believe in favor and for

others the process could be imperfect in transferring knowledge, and hence lead to genetic

distortion.

Prepared by Shams ur Rahman

PhD en roll in Bahria university Islam abad

Cell no 0333 9477513

E-mail: [email protected]

Documents

Chang Managment New