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Creating proactive culture in organization

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Creating proactive culture in organization

Author: jaime menor jr

There are a number of models of change each describe the process through which organizations successfully change their business practices, their organizational structure, or their organizational climate. The models of change which I will be discussing in this article is focus in Leaders’ quality to be proactive not reactive.

In relations to current developments of leaders in decision making, it is interesting and even a bit ironical that at the very time when leaders learned and already built a reasonable and empirically verifiable  rational human decision making with the use of statistical decision theory, credited to Neyman and Pearson and to Wald and others. The idea of representing possible future behavior as a tree with a number of branches radiating from each choice point, so that individual can select appropriate branch to follow is an old concept being traceable in late 18th century publication. Perhaps an attitude that is so common to chess players and psychologist who have run like rats in a maze.

Those theory has helps manager develop a more advance approach by creating a holistic approached on a situation they where in. In this process being a proactive is a must quality of all leaders because of the advent of unstoppable trend of globalization brought by Internet which made the world shrink due to vast access of people with the use of modern technology just imagine the GPRS, GPS, and an Internet access in a handheld device where you can browse the world wide web instantly.

In this regard leaders need to focus on relationships rather than rules in order to create a culture and climate that reduces serious acting out behaviors of their subordinate. Leaders should put their focus on the organizations objective, what it is they want to do, what is the purpose of their thinking, and what their want to achieve. Their Focus should have a purpose just like normal management thinking on defining what are the problems concurrently, and defining where the organization are going. But how is that, the answer lies in the difference between reactive and proactive thinking, one good practices of doing the purpose focus is to have the employees handbooks reflect the policies of the organizations in expectations, routines and procedures rather than rules. The fact that all organization needs varied rules to function well but all stakeholders need clear guidelines about what is expected of them and how they can access the system by understanding the routines and procedures that allow the relationships to function without negative confrontation and conflict.

“Expectations, routines and procedures give employees the opportunity to produce results without hurting their ego when they penalize for breaking rules. It allows for a culture of proactive intervention without running the relationship between the leaders and their follower.”Jhmenor


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