CHANGES IN LEADERSHIP IN THE POST-BUREAUCRATIC ERA

CHANGES IN LEADERSHIP IN THE POST-BUREAUCRATIC ERA

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Changes In Leadership In The Post-Bureaucratic Era

Introduction

            In most modern organizations, the managements have been plagued with competency challenges due to the emphasis on systems of governance rather than the means required to run these processes. In particular, the traditional methods of management have been overtaken by the exponential growth of information science due to the perceived inability to accommodate an emerging worldview that is complexity based. As such, the structures that had been adopted over the last decades have faced numerous challenges stemming from the rapid societal changes that have become borderless. Thus, technological advancements have led to the development of a knowledge-based economy, which has forced firms to embrace virtual management systems in order to remain relevant in various industries (O’Neil, 2008, 4). Consequently, this new paradigm proofs beneficial and should be adopted in all spheres of life. This can be social, political, or economical to increase the level of interaction and thereby improve the standards of living. The sources used will portray the several solutions gained from these processes and will act as a guide to making forecasts about trade progression. Therefore, virtual processes have enhanced interactions and raised service delivery for the benefit of all stakeholders.

Body

            The current global environment cannot be compared to the past because several administrative changes have taken place. In the earlier period, the thought of learning and codifying management practices was applicable due to the slow flow of information and minimal competition among businesses (Bolden & Gosling, 2006, 154). However, this approach is not suitable to the present connected world in which less time has to be spent on decision making in order to meet the needs of most consumers. These changes in market trends and geopolitics have exposed the vulnerability of companies. For example, the use of automated machines has reduced unit costs while increasing productivity and the availability of information online has made clients smarter and more demanding. Hence, physical labor and natural resources have been overtaken by the pursuit of knowledge and quick communication to improve the customer experience in most industries (Cameron, 2011, 29). Thus, technologies have eliminated the barrier of geographical locations. This has extended the reach of most corporations in a diverse landscape thereby changing the leadership approaches in different sectors. The transformation of leaders has become necessary to align themselves with the societal changes as well.

The modifications adopted by different organizations have led to the reduction in the dependence of command-and-control leadership styles due to the necessity to meet the needs of customers rapidly. The delegating of authority to subordinates has become vital in minimizing delays and addressing the feedback of most clients in a satisfactory manner before they switch loyalties to other firms (Clegg, Kornberger & Pitsis, 2011, 8). This breakdown of hierarchies has become common because it eliminates redundancies in the workplace that are costly to maintain as well. It has also limited the building of personality cults within institutions thereby encouraging teamwork. By so doing, clear transitional procedures have been established incase of death, resignation or incapacitation of an individual and helped to build a strong corporate culture based on inclusion. Additionally, self-esteem has risen among workers due to the use of incentives to boost performance resulting in a motivated workforce that is capable of attaining its goals. Furthermore, greater flexibility has been accorded to the members of staff to improve their product creativity to meet the specifications of a diverse customer base. This results in the presence of a variety of merchandise that suits different clientele choices in various parts of the globe.

Similarly, managers have to rely on modern methods of communication to remain in contact with employees and directly correspond with their clients. For example, the use of the email has proved integral in keeping an electronic record of discussions that can be accessed from anywhere for future reference. Moreover, teleconferencing services have illustrated the usefulness of holding face-to-face boardroom meetings regardless of one’s location (Thomas, Schermerhorn & Dienhart, 2004, 62). These informative forums have ensured that executives understand the challenges facing employees as well as have first hand accounts of the needs of different customers in various continents. In addition, it has hastened the issuance of orders and decisions since this can be done in real time. By so doing, the progress of different teams can be assessed and corrections made early on without jeopardizing the implementation of the firm’s vision. Likewise, the use of the internet especially social networking sites such as Facebook and Twitter by managers has increased the awareness and brand visibility among consumers. Aside from learning the opinions of different customers about the goods, it has enhanced the reputation of the companies through demystifying the demeanor of senior executives. It also keeps them updated while offering just-in-time training sessions to junior personnel for implementation. The use of the intranet has amplified communication systems thereby reducing time wastages too.

The integration of cultural shifts in the marketplace has led to the abandonment of autocratic leadership styles and the practice of democratic systems of governance (Simpson, Clegg & Freeder, 2013, 385). This notion stems from the recognition that no individual can have a monopoly of ideas especially at a time that the world is experiencing unpredictable changes in product preferences. Furthermore, the leaders have learnt that sometimes plans and accountabilities may not always be imposed from the top. Rather, useful suggestions can emanate from low-level members of staff who need to be given a chance to explore their potential. This has improved innovativeness and reduced instances of friction among colleagues. The level of trust is raised and workers become more committed to the organization. As such, they perform their duties ethically and serve customers enthusiastically. This behavior attracts more clients to the enterprise as well as investors who rely on the new corporate culture to earn favorable returns on investments.

However, this new paradigm faces different emerging challenges. For example, numerous cases of hacking have been reported by various organizations. Such incidents reveal a weakness in network systems, which lead to the compromise of sensitive data to third parties who may use them to sabotage a company’s operations. Moreover, these intrusions may be used by rival firms to consolidate their market share (Prasad & Prasad, 2000, 388). They could be used as a source of slander in public spaces thereby highlighting the need for confidentiality. As such, corporations have to grapple with better ways of protecting the privacy of the data in their storage. Engineers have to ask themselves: how can we fortify our network settings against external aggression from non-users? Similarly, they also have to deal with the inherent laxity that develops when managers and workers become too friendly. The abolition of hierarchical structures could lead to complacency due to the apparent closeness that members of staff may develop thereby lowering productivity. Moreover, the consequences of posting offensive content on social networking sites regardless of the good intentions behind them are dire because the company’s reputation is instantly ruined. Under these circumstances, the management has to consider this: how can we enforce responsible distribution of information in a multicultural setting?

 

 

Conclusion

As much as each business has its own vision, commerce has become intertwined. This has led to the adoption of modern leadership techniques to meet current challenges and prepare for future opportunities in various sectors of the economy. Particularly, managers have embraced the use of technology to maintain a grip on their workforce and to liaise with consumers. Thus, the use of bureaucratic procedures has been abandoned in favor of modern management principles that address the fast-changing business environment. Transparency and accountability has been enhanced leading to the delivery of quality goods and services (Yoder-Wise & Kowalski, 2010, 35). In addition, intellectual capacities have been developed and competencies improved as well. Consequently, enterprises have thrived as information gathering and sharing has gathered traction. The references were vital in articulating the importance of technological advancements in trade and illustrated the influence such changes had in different industries. Moreover, they had detailed comparisons about the savings accrued in companies that reduce duplication of services. While recommendations were available about the loopholes that need to be sealed for efficiency to be enhanced, most of them provided objective evaluations of some well known firms prior to the integration of current virtual management systems and thereafter. Therefore, they were insightful on the benefits of contemporary leadership structures.

 

 

 

 

 

 

References

Bolden, R. & Gosling, J 2006, ‘Leadership Competencies: Time to Change the Tune?’ Leadership, vol. 2. no. 2, pp. 147-163.

Cameron, K 2011, ‘Responsible Leadership as Virtuous Leadership’, Journal of Business Ethics, vol. 8, no. 1, pp. 25-35.

Clegg, S, Kornberger, M, Pitsis, T 2011, Managing & Organizations. Thousand Oaks, CA, SAGE Publications.

O’Neil, M 2008, ‘Human Resource Leadership: The Key to Improved Results in Health’, Human Resources for Health, vol. 6, no. 10, pp. 1-4.

Prasad, P & Prasad, A 2000, ‘Stretching the Iron Cage: The Constitution and Implications of routine Workplace Resistance’, Organization Science, vol. 11, no. 4, pp. 387-403.

Simpson, A., Clegg, S & Freeder, D 2013, ‘Power, Compassion and Organization’, Journal of Political Power, vol. 6, no. 3, pp. 385-404.

Thomas, T, Schermerhorn, J & Dienhart, J 2004, ‘ Strategic Leadership of Ethical Behavior in Business’, Academy of Management Executive, vol. 18, no. 2, pp. 56-66.

Yoder-Wise, P & Kowalski, K 2010, Leadership, Philadelphia, PA, Saunders.

 

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