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Strategic Management and Organizational Leadership Research Paper
So long as these myths prevail, they reinforce a focus on short-term events and charismatic heroes rather than on systemic forces and collective learning. Leadership should center on subtler and ultimately more important work. Leaders should be designers, teachers, and stewards.
These roles require new skills: the ability to build shared vision, to bring to the surface and challenge prevailing mental models, and to foster more systemic patterns of thinking. In short, leaders are responsible for building organizations where people are continually expanding their capabilities to shape their future, that is, leaders are responsible for learning.” Do you agree or disagree with these statements by Peter Senge.
On the one hand, influential academics and consultants have been urging them to abandon simplistic structures and processes and instead to build multidimensional network organizations with distributed management roles and tasks, overlapping responsibilities and relationships, and built‑in ambiguity and redundancy.
On the other hand, equally strong voices have been arguing that the performance problems faced by many large corporations are often attributable to the complexities of their organizations and that managers must have the courage to reestablish organizational simplicity by reverting to direct decision making and unambiguous accountability. In your opinion given the complexity of the global environment, which course (or is it horse) is appropriate?
(1) Above all, make sure management has the right business focus; (2) benchmark your toughest competitors and then work like heck to become best in class; (3) bring into your business as much fresh blood as you can; and (4) let the people who create value earn a lot of money. Do you agree or disagree with these statements? Are there other rules of management that you have identified in your readings or studies?