Leadership behaviors
This project of new technological change for Herf Jones firm is a new phenomenon in operation; therefore, direction provided by effective leadership is required. Alexander (2002) suggest that effective leadership behaviors that can lead and sustain this project ought to have three components: skills and competencies from a leader, effective leadership style with respect to varying situations and the influence of such selected leadership style on the project management practices. In line with Alexander’s suggestions, it is imperative that behaviors top leadership display to the entire stakeholders directly bears a significant impact on this project.
Therefore, the leadership behaviors necessary to support and sustain this project includes being clear on the vision and mission of the project, take responsibility for the employees and the firm, become a true steward for all stakeholders and lead by example through illustrating firm’s values (Carnall, 2006). These form of behaviors when displayed by the top leaders, shall not only keep the employees motivated, but also keep this project on track.
Evidently, the most appropriate leadership behavior that can help keep project momentum alive during implementation phase is a questioning approach. The recommended leadership behavior approach is closely related to hand-off or laissez-faire, which is characterized by the leader giving minimal or no direction on implementation issues, therefore granting the employees freedom to resolve these issues on their own (Alexander 2002). The questioning leadership behavior approach appeal in regard to new technology adoption as opposed to direct approach is in the sense that the firm outsourced (consultants and experts) and trained its staff (specialized employees) on implementation process. This implies that the workforce involved in implementation process is highly skilled, prideful to work and experienced; thus, they can determine objectives, reach for decisions and resolve issues independently (Carnall, 2006).
However, it is a point of worth to note that the leader should be flexible in his or her leadership behavior approach. This is because different situations apply to a different approach; hence need for leader to adopt situational leadership behaviors. For instance at a time when the workforce requires directions the appropriate approach is direct leadership, while when they are in need of coaxing a participative approach is worth (Wilson, 1992). Therefore, the leader should apply reasonable leadership in relation top environment dynamism.
Organizational Culture Evaluation
The shared attitudes, norms and values of the Herf Jones firm employees have direct impact on the implementation of this project. Therefore, in this project organization culture has a significant influence on the successfulness of project implementation (Carnall, 2006), while at the same time some firm culture elements may put at stake successful project implementation. In evaluating firm organization culture and its impact on the implementation phase, there are central questions that ought to be considered. These are: how is management changing in relation to the project future operations or sustainability? How is the change project being handled by the administration in consideration with employee’s values and norms? How can management strategies be adjusted to sustain and support any further needed change?
These questions help the management to review change continually and prepare for any other changes. The cultures such as teamwork, tolerance for conflicts and risks, collaboration, learning, decision making participation and sharing of power are supportive for successful project implementation (Wilson, 1992). However, the leadership is critical to influence company culture that fosters good culture for technology implementation.
Cultural Issue Strategy
Paramount to successful technological project implementation is favorable organization culture. Therefore, management initiative of developing strategy to deal effectively with organizational culture issues to ensure success of this project is necessary. In developing the strategy for culture issues, they need to cater for: differential firm age groups mainly junior or young and seniors, problems of motivation and habitual problems. These are key areas that when combated the culture related issues shall be aligned well to support and result to successful project implementation.
Reverse mentoring strategy is an appropriate strategy to be employed in regard to young or junior employees. This strategy entails that the junior employees are attached to the senior officers, whereby by the junior staff members shall spend their time undergoing coaching and learning new aspects of digital photo processing, software, database and online customer support; while at the same time the junior officers share there knowledge of business with their senior counterparts (Beer, 1998). During the sharing process as the senior leaders demonstrate that they are capable of learning from junior employees, the leaders build trust with junior staff members of firm. Management communication strategy is necessary to handle senior officer’s culture issues in the sense that firm’s senior employees need to handle fear and feeling of being overshadowed by the management that might deny them possible promotion. This strategy shall help in maintaining and retain the expertise skills and worker’s loyalty.
Promotion of adherence to organization’s standard and base performance strategy can effectively arrest the problems of motivation as far as this project implementation is concerned. For instance, employees who in their own efforts display hard work, maintain their outlook positively, meet their duties deadlines and progress in their education achievement through personal learning efforts should be promoted. Moreover, selection for leadership positions should be based on those employees who obtain good scores in firm’s annual evaluation, display positive and constructive attitudes, depicted as sharp and arrive early to work (Beer, 1998).
Therefore, the strategy that deals with culture issues in this project implementation need to be carefully approached to avoid poisoning of the firm and risk successful project implementation. In order to achieve this, the top management ought to place the right persons on the administration positions while supporting them.
Post-Implementation Practices
Post-Implementation practices are worth and have a far reaching effect as both pre-Implementation and Implementation practices, since it sums up the success of entire project. The desirable practices should take into account the customers and the internal organization operations. There is a need to celebrate milestone achievement of the project to enhance sense of success rather than failure to the workforce and all stakeholders. Recognitions and rolling out the rewards ought to be designed well to continue motivating and supporting employees to maintain momentum of the project till they get used. Issues and conflict resolution is another key area that should not be overlooked, whilst realigning performance management. Lastly, the project of new technology change should be institutionalized by use of firm’s change team.
Data should be relied on to highlight the effect of this project by collecting videos, views or surveys of customers sample groups. The collected data can be reviewed in light of those who within the firm that has lead implementation of the project and those affected by project implementation. After comparison of customers that are happy and satisfied with new services against those who are not, the employees shall not only be active participant in the project to meet needs of clients, but also they shall be more receptive to change project team recommendations to protect organization interests and the personal livelihood.
Reference
Alexander, M. (2002), “organization successful software implementation” Europe JIS, vol.14 p.214-216
Bell, C et al. (2005). Managing Organization effective change: New York, McGraw-Hill.
Beer, M. (1998): The critical path for change, San Francisco, Jossey-Bass.
Carnall, C. (2006) “Successful Management of strategic change”: LRP vol. 17, p.107-118.
McFarlan, F. W. (2004), “Information technology changes”. Harvard Reviews 62:99-102.
Wilson, M. (1992), Change Implementation Paths: Boston, Sage.
