And that it is the informal "backstage" or company policies, and culture embodied by these policies that determine the values and assumptions of all employees, and their subsequent performance.
In the following paper I am taking a reflective approach to concepts discussed in class, and using them as a filter to interpret organizational practices of the organization that I work for, that is NESMA. Organizational leadership. culture and human resource management at NESMA shall be presented and interpreted through he theories presented in contemporary management literature. Throughout this reflective process, I remind myself and the reader of Lewin's (1951) comment that to understand any organization we do by virtue change it, and so any diagnosis that I make will also be an intervention on my part. What a responsibility!
[background of me : ) you!! How old, gender, how long been with company, duties within the organization, why taking this management course, what hope to get from it, how is the course relevant to being a manager].
I am inspired in the knowledge that leaders can be developed. Policies implemented within my organization (generic skills training, progression of responsibilities) provide me with opportunities to develop more as a person, and as a contributing member of NESMA. It would be great if my company adopted a more formal mentoring program, as advocated by Buchanan and Huczynski (2004) in their text Organizational Behaviour (5th ed.). I have an informal mentor, however, I would like to see more support from management towards a mentoring program for all levels of our organization.
Bennis and Thomas (2002), in their book, Geeks and Geezers: How Era, Values and Defining Moments Shape Leaders, identify factors that are shared across leaders of all cultures. It made a lot of sense to me to view leadership through a filter such as era. Post World War II "geezer" organizations were very military styled, leaders having a commanding or controlling style. Modern organizations are a lot more team-focused, with leaders acting as facilitators and encouragers. I can relate to the "geeks" of today, who want a life, not just a career. We accept that diversity is necessary for an organization to grow, and for ourselves to grow as a people.
Diversity of thought should be encouraged so as to cultivate personal characteristics that contribute to the organization, and to the employees that make up that organization (Wickenberg & Kylen, 2004). Collaborative problem solving is a much more feasible style of leadership, that enables leaders at all levels of an organization. Service and production can only be enhanced when all employees realize that the sum of their organization can be so much more than the sum of its parts.
Bennis and Thomas (2002) also note that geeks want to believe they can contribute, and that they can make a difference in the world. However, this is interesting I think, as the authors point out that contemporary employees have less company loyalty and are becoming entrepreneurs in their wok life. I am one of those employees who are curious, adventurous and experimental in my approach to my working goals, and the goals of my organization. I am willing to try different methods and techniques to lead myself, and to learn to lead others. I understand that change is a necessary part of life, including