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Unformatted text preview: Strategic organizational change: the role of leadership, learning, motivation and productivity Steven H. Appelbaum Faculty of Commerce and Administration, Concordia University, Montreal, Quebec, Canada Normand St-Pierre Canadian Imperial Bank of Commerce, Montreal, Quebec, Canada William Glavas Pratt and Whitney Canada, Montreal, Quebec, Canada Presents an overview of strategic organizational change (SOC) and its managerial impact on leadership, learning, motivation and productivity. Theoretical and empirical data presented are: the sources and determinants of strategic organizational change; the management implications of SOC; organizational leadership within the context of SOC; learning aspects of SOC; the impact of SOC on organizational and individual productivity; a model that explains the relationships between SOC, leadership, learning, motivation and productivity. Depicts strategic organizational change as an integrative process with all organizational elements such as human resources, systems and technologies being considered for successful change to occur. The proposed model for strategic organizational change is an attempt to link the software and hardware components of organizations. In view of the pressures being expected from the external environment and the critical vision of organizations, research suggests that top management needs to establish a exible and adaptive infrastructure that should lead contemporary and complex organizations to optimum levels of performance. The largest barrier to change is not changes to technologies and work processes but changes involving people. Introduction For centuries philosophers have struggled with definitions of change, To the ancient Greeks tampering with the basic character of things was, if not actually blasphemy, a sure path to disaster In modern Western culture, change is a more malleable notion, a means to bend fate to ones ends (Kanter et al., 1992). Critical determinants of organizational success and failure The features of organizations that make for success are not always the same ones that lead to failure. Based on reports generated by professional consultants, it is possible to identify the speciFc factors that contribute most to success and failure. It is also possible to classify these factors as primarily environmental, structural, or management-oriented (Vecchio and Appelbaum, 1995). Although a successful organization need not possess all of the positive attributes, most successful organizations show more positive than negative attributes. Successful organizations tend to focus on customers and their needs. They invest in ways to improve sales and provide superior service to clients, and they do not forget that their customers and their customers needs underlie their organizations existence. Successful organizations also adapt their structures to the needs of their missions. At the department level, controls may be simultaneously loose, in that managers have autonomy, and tight,...
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