Behavioral in Strategic Implementation
It is vital to bear in mind that organizational change is not an intellectual process concerned with the design of ever-more-complex and elegant organization structures. It is to do with the human side of enterprise and is essentially about changing people’s attitudes, feelings and above all else their behavior. The behavioral of the employees affect the success of the organization. Strategic implementation requires support, discipline, motivation and hard work from all manager and employees.
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Influence Tactics
The organizational leaders have to successfully implement the strategies and achieve the objectives. Therefore the leader has to change the behavior of superiors, peers or subordinates. For this they must develop and communicate the vision of the future and motivate organizational members to move into that direction.
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Power
It is the potential ability to influence the behavior of others. Leaders often use their power to influence others and implement strategy. Formal authority that comes through leaders position in the organization (He cannot use the power to influence customers and government officials) the leaders have to exercise something more than that of the formal authority (Expertise, charisma, reward power, information power, legitimate power, coercive power).
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Empowerment as a way of Influencing Behavior
The top executives have to empower lower level employees. Training, self managed work groups eliminating whole levels of management in organization and aggressive use of automation are some of the ways to empower people at various places.
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Political Implications of Power
Organization politics is defined as those set of activities engaged in by people in order to acquire, enhance and employ power and other resources to achieve preferred outcomes in organizational setting characterized by uncertainties. Organization must try to manage political behavior while implementing strategies. They should;
- Define job duties clearly.
- Design job properly.
- Demonstrate proper behaviors.
- Promote understanding.
- Allocate resources judiciously.
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Leadership Style and Culture Change
The collection of values, beliefs, and behaviours that make up an organization’s culture assist its members understand what it stands for, how it operates, and what it values. A company’s culture must be acceptable and supportive of the business. The culture ought to be valuable in some way.
It takes convincing employees to accept new values and beliefs while letting go of many of their old ones in order to shift the company culture. Finding the main traits of the current culture is the first challenge that emerges in practise. Using one of the standardised and well tested inventory or questionnaires that many consultants have created to evaluate features of corporate culture may assist in the process of learning and getting insight into the current culture.
These have the benefit of allowing you to compare your company’s culture to cultures of similar companies that have utilised the same tools. The drawback of this method is that the data it yields tends to be less deep and more superficial than information from other sources like group discussions, interviews, and studies of the company’s past. These tools may be complemented with staff opinion and attitude surveys, as well as additional data from surveys of customers, suppliers, or the general public, while doing this diagnostic exercise.
Value is something that has worth and importance to an individual. People should have shared values. This value keeps the everyone from the top management down to factory persons on the factory floor pulling in the same direction.
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Ethics and Strategy
Ethics are contemporary standards and a principle or conducts that govern the action and behavior of individuals within the organization. In order that the business system function successfully, the organization has to avoid certain unethical practices and the organization has to bound by legal laws and government rules and regulations.
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Managing Resistance to Change
To change is almost always unavoidable, but its strength can be minimized by careful advance. Top management tends to see change in its strategic context. Rank-and-file employees are most likely to be aware of its impact on important aspects of their working lives. Some resistance planning, which involves thinking about such issues as: Who will be affected by the proposed changes, both directly and indirectly? From their point of view, what aspects of their working lives will be affected? Who should communicate information about change, when and by what means? What management style is to be used?
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Managing Conflict
Conflict is a process in which an effort is purposefully made by one person or unit to block another that results in frustrating the attainment of the others goals or the furthering of his interests. The organization has to resolve the conflicts.
