All entries for January 2009

January 28, 2009

Learn to be a effetive employee rather than a leader

I would like to raise my voice here from the beginning of the LE module. When we step into the society, everyone will begin with a work from the bottom level of an organization, therefore to the pragmatism point of view, to understand how to be an ¡°effective employee¡± to help the company success, learn how to deal with different kinds of managers and leaders, and how can be promoted faster within the company are seems to more important and realistic for a student without any working experience. I think if we have a module based on those topics, it will look more attractive and helpful for our future. Nevertheless, leadership module and studying on the theories of leadership has told us many things. During the present stage, it at least helps us realize different features of leadership, thus able to choose the right person to follow with, in order to extend the maximum potential through the career. And in the later stage, when we get promoted in the company, it provides a good theory background for being a good leader if we combine our later experiences.

January 27, 2009

Ambiguity about Leadrship Theories

I am using transformaltion and charismatic leadrship as the approach in the LE PMA, to help WaveRiders to be successful. However, I find it is difficult to ditinguish the differences between the two theories. The theories of transformational leadership and charismatic leadership are with high similarity. Since it has various versions of the concepts about those two theories, lack of consistency in the use of terms makes it difficult to compare the differences between them. From the literatures of recent years, the concept of transformational leadership has been shifted towards charismatic leadership compare with the older ones which makes them nearly become one common concept of a theory. It results that if imply the approaches and processes of one theory will cause the achievement for the other. However, there is little point to distinct two similar theories in different concepts, unless it has enough evidence to prove that the features, processes, objectives and results are different from one another.

In addition, the elements which need to be emphasized on in order to become a transformational leader are much or less the same as the elements for how to be an effective leader, such as being good at communication, being influential, being visionary are all the factors of an effective leader. Therefore, further research can be carried on to underlying the special features and processes that a transformational leader should have. Meanwhile, the differences in objectives, results and most appropriate situation to imply between the both theories and effective leadership could also be investigated.

January 22, 2009

Changing of Management for Implying of Six Sigma

In order to imply Six Sigma, and to improve the competitiveness of the organization, we have to deal with the resistance brought from Six Sigma changing. For example, the resistances such as fear of unknown, habit of doing things, economic factors from individuals, and such as group inertia, structural inertia, changing of relationship (hierarchy) from organization.

Leadership plays a key role of helping management of change within an organization, which needs more than simple charisma, exhortation and the ability to motivate. Some useful leadership skill for the changing is like, leader must be congruence with the doings and sayings, to demonstrate commitment to change in everything that he/she say and do. He/she must be flexible that will readily adapt to use of new tools, will support those around them with a variety of approaches. And also, to be a leader does not always mean making the decisions but is about when and how to ask for help. In most cases, it is beneficial for the process of changing that, people are involved and being given the opportunities to develop their own solutions and understanding about change. Leader should be supportive by facilitating the group processes and coaching individuals.

Of course, the change cannot be implied without people's involvement. People in the organization are the principal enablers of change, it is important to recognize that successful change is achieved through the changing behavior of individuals and groups within the organization. It is essential to control people's emotions, motivations and behaviors for change, possibly from every individual and use the right emotions and behaviors of some people to influence others, or to influence people by organizational vision and leader setting as a role model. By and large, to deal with the resistances, the key is involvement, that people are given a real opportunity to develop their own understanding of what it means to them.

Normally in an organization, improve performance in one part ultimately has a negative effect on another part of business. For example sales team's performance improvement often conflicts against benefit of production department, purchasing department changes the nature of supply without considering the goods-inwards, and planning department improve its planning goals without considering needs of the users. So, Six Sigma is able to consider an entire process of business, lead the organization away from sub-optimization, towards looking at the whole picture and will bring a focus on the needs of the customers.

To have the process changing, choosing the right tool(s) to imply the change in the organization is crucial for a successful change. Firstly, before choosing tools, it is important to have a careful examination of the nature of situation. Using analysis tools such as Process Mapping, Culture Mapping, Allocating Cost or Benchmarking etc. to have answers to "what are the objectives" and "What are the obstacles". Once we have done this we can choose correct tools for implementation of changing.

Effective communication process is needed for overcome the resistance of change by spreading understanding and meaning. Organization must build relationships based on trust and fluent communication process to have mutual understanding about the changing. Use communication skills to effectively pass the message to people and make them accept.

In turns of the most suitable organisational structure for the changing approaches and actions it is better to havefluent communication process, flat structure with less hierarchy, and for innovative culture, which related to lessons of OPP. 

January 2009

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