tailieunhanh - Best Practives in Leadership Development & Organization Change 29

Best Practives in Leadership Development & Organization Change 29. Mục đích của cuốn cẩm nang này là cung cấp cho bạn tất cả các yếu tố cần thiết và thiết thực làm thế nào để phát triển khả năng tổ chức, thực hiện một thay đổi tốt nhất và sáng kiến lãnh đạo trong tổ chức của bạn một cách hiệu quả và tốt nhất. | 250 BEST PRACTICES IN LEADERSHIP DEVELOPMENT AND ORGANIZATION CHANGE would be invited to what appeared to be redundant events. Others wondered whether opinion leaders were like union committeemen people whom employees could take their gripes to and who in turn would be expected to be their voice with management. Formal leaders dealt with initial resistance by downplaying the opinion leader list citing the fact that it was not a perfect process and that involvement of opinion leaders is only one way to create change. Senior managers pointed out that half of the opinion leaders were also managers. They also reminded them that the list came directly from employee input not from them. Coordination conflicts were worked out by the opinion leaders themselves they chose the events or issues that they felt were appropriate for them to participate in. Our intention from the beginning was to have opinion leader involvement slightly lag involvement of the chain of command. This is important for two reasons first because it is the formal leaders job to lead change and engaging opinion leaders too soon absolves them of that responsibility. And second because giving opinion leaders advance information about change provokes jealousy and therefore resistance from members of the chain of command. But good intentions don t always fit reality. Reality at Lockheed Martin was that many of the senior leaders dragged their feet month after month in implementing actions to involve the chain of command. So here we sat with a few willing executives like Bill Andersen ready to roll with their opinion leaders while chain-of-command strategies were caught in a traffic jam. We decided to ignore our better judgment and get opinion leaders moving. In retrospect we re not sure what would have been best. Change got rolling. Some formal leaders got their feathers ruffled. And in some ways preemptively involving opinion leaders put pressure on lagging executives to get the chain-of-command strategies

• Kỹ năng tổ chức
• Soft skill
• manager
• leadership
• kỹ năng cá nhân
• lãnh đạo nhóm
• tổ chức nhóm hiệu quả
• lập kế hoạch
• mục tiêu công việc
• Kỹ năng mềm
• kỹ năng giao tiếp
• quản lý thời gian
• kỹ năng làm việc nhóm
• Communication Skill
• TeamWork Skill
• Time Managerment Skill