Discuss sustainability and business functions of organizations.In the late 1990s, “New York Times best-selling author, and award winning business and management leader, business entrepreneur, inspirational speaker, and Harvard Professor”
(Kotter International, 2014) Dr. John P. Kotter launched a series of lectures on the best practices and steps necessary to manage change. Among the practices suggested were steps to inspire the present leadership to increase urgency that would build the right team using the right people. The steps urged methods to empower and facilitate the efforts of that team, and to be relentless in making the change “stick”. Within six years, the esteemed Dr. Kotter had published a second book, re-introducing his eight step plan and illustrating its effectiveness with related stories of organizations that applied these steps and successfully effected change within the agency. A decade later, the entire economies of the world changed, and shifted the way organizations develop, and how leadership within the organization implemented change management strategies. The complexities of organizational change in this decade have been rooted in organizational behavior and organizational decision making. These changes have been found to be closely linked with individual perceptions, values, beliefs, attitudes, and these behaviors add layers to what goes into leadership for change and development.
The combination of the economic downturn and the development of a new organizational makeup can enable an investigation of methods for managing for value in profit and non profit organizations that embraces different cultures and beliefs in the 21st century. To ensure success, these new methods will require planning and innovation from the leadership of the organization. This accommodating mindset of planning and innovation must embrace all creative differentiations within all aspects of the organization. Additionally, the allocation of resources within the organization can be a limiting factor in deciding how to introduce the practical side of theoretical knowledge to the organization in the most cost effective method. In the translation of theory to practice, organizations can employ a model developed in the 1980s by David Coopperrider named Appreciative Inquiry (AI) which identifies the strengths, potentials, and greatest opportunities for the advancement of the employees, management, and stakeholders of the organization (Cooperrider, Whitney & Stavros, 2008). Appreciative Inquiry, as an organizational model views the organization as a living human system and embraces the opinions of the workforce as creative energy sources that can assist in propelling the organization forward (Doggett & Lewis, 2013).
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