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Monday, September 04, 2006

Changing Faces - Leadership in Leisure

In the article "Learning to Implement Successful Organizational Change", the author presents several reasons why the implementation of change has proven difficult within some organizations. Three main issues arise.
· Historically, the "mental models" of change have equated the "planning " stage as the "deciding " stage. However, with the advent of previously unknown technologies, various dimensions of human resources previously underutilized, and the rapidly changing economy, a set description of the outcomes may be unfeasible. To coin a cliche...oftentimes business leaders find themselves "going where no man has gone before". The author advocate "planning as discovery".
· According to the author, another common mistake involves the use of human resources. "Discrete involvement" utilized "relevant" personel while excluding others. Under the "blended involvement" model, all members become directly involved from the origination to completion. The corresponding shift from power to effectiveness is central to the growth of competitive leadership.
· Finally, the author illustrates the difference in using a "pilot model" versus a "network model". Under the pilot model, special attention to change may ultimately be the cause of failure in subsequent trials. With the network model change occurs simultaneously within several segments of the organization thereby forcing each entity to respond appropriately.

Again, factors facing modern day leaders do not lend to the "power" formulas in the past and rather than "who" you is now (more and more) becoming "what" you know as productivity displaces power. Shareholders and tax-payers require informed analysis regarding their investment. One who is to take a position of leadership today must be willing to influence...and be influenced. Power has basically been replaced with productivity which requires more negotiation than authority.

The implications for the leisure industry include;
· Basic management techniques.
· Ability to implement needed change.
· Networking and team building versus independent decision making.
· Inter-agency cooperation.


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