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Causes and consequences of managerial failure in rapidly changing organizations
1. CAUSES AND CONSEQUENCES OF
MANAGERIAL FAILURE IN
RAPIDLY CHANGING
ORGANIZATIONS
By –
Kevin Joseph
MBA (Energy Trading)
2. Managerial Life in 21st
Century
Rapid market restructuring
Rapid change
Frequent Internal reorganizations
Flattening of the world has made it easier for
the companies around the globe to compete
against each other.
3. Change exposes weakness in managers
But can also create leadership opportunities
for a few
A research study was conducted among 2000
managers in 2001 and 5000 managers in
1999.
Single most important factor to keep one’s
job was getting results/excellent
performance.
4. Majority of managers do not have expertise to
cope up with rapid change involving complex
condition.
They are well versed in old ways of thinking and
solving problems.
They are successful in more stable environment .
Fail due to inability to adapt to rapid changing
environment.
5. Hence it becomes very important to study
and understand the reasons why managers
fail.
So as to help reinforce the managers and
indirectly the organization to cope up with
this rapid change.
6. Finkelstein’s Research
Five major causes of Failure of a CEO
Choosing to ignore change
Pursuing wrong vision
Being too closely connected to company
Exhibiting executing arrogance
Relying on past formulas for success
7. Reason for all this rapid changes
Main driving force - The need to protect or improve the
organization’s current competitive position in the market.
This includes –
Infusing new technologies
Process redesign
Mergers
Consolidations
Acquisitions
Reengineering activities
Organizational restructuring
Reconfiguring supply chains
Major work redeployment
Development activities
10. 60
50
40
30
20
10
0
Lack of Delegation Lack of personal Unable to develop
integrity and
cooperation/
trustworthiness
teamwork
Unable to
lead/motivate
others
Poor planning
practices
11. 45
40
35
30
25
20
15
10
5
0
Failure to monitor Failing to remove
actual performance
performance
and provide
barriers/roadblocks
feedback
Ego, Attitude and
Indifference
problems
Failing to
select, promote and
develop talanted
people
Lack or misuse of
critical resources
12. Competencies necessary to survive
First set (Social in nature):
Effective communication
Relationship building
Clarifying expectation
Providing effective feedback
Empowerment
Team leadership
Motivating others
13. Second set (Personality based):
Positive Attitude
Integrity
Character
Commitment
Risk taking
Looking for new and better ways to do things
Openness to change and adaptation
14. Thee characteristics take quite a while to
develop.
Therefore study them as early as possible and
start implementing as early as you can.