Crowe’s discussion of Taft’s “entrepreneurship”

Jun 18, 2017 | 0 comments

Jun 18, 2017 | Miscellaneous | 0 comments

 

 

 

 

 

Does Crowe’s discussion of Taft’s “entrepreneurship” relate to other managerial or organizational approaches you have seen?

Vision in an organization can provide both a corporate sense of being and an enduring purpose. It also help transformation of changes hence leading to the success of the organization as the day-to-day issues keeps on transcending. Visions also aim at empowering and encouraging the leaders and the followers to implement the change and ensure that the changes are being put into practices to meet the set targets. This paper therefore explains how Crowe’s discussion of Taft’s “entrepreneurship” relates to other managerial or organizational approaches.

From the Crowe’s writing on Taft’s entrepreneurship, it is evident how Taft managed change process during his tenure as the Chief Justice of the Supreme Court. Taft is portrayed as an effective bureaucrat who oversaw various structural changes in the Judiciary.

Change is pervasive and it is an unpleasant fact in organizations, which is allowed to ensure that the all the measures put in place for the improvement of the organizations are met. Effective strategic leaders understand that change in strategic environment is a continuous process; hence, they have to keep on implementing various strategies (Moran, 2013).  Change is about survival, especially in the organization that wishes to prosper. As the Chief justice, Taft ensured that changes are embraced by the people and a positive deviation observed in the general operations and running of the activities (Daft, 2010).

There are various changes, which may happen to take place in an organization. Among these is the globalization, which is because of change to pressure. Globalization entails a greater competition, which arises from other organizational firms (Moran, 2013). As the Chief justice, Taft ensured that such change is embraced to meet and compete effectively in the field. He did this through improvement on the quality of production. A part from that, people have to improve on the skills, attitudes and needs of the workforce, which increases and resolves the communication problems (Daft, 2010).

Informational technology is another pressure of change in the organization. This change facilitates the structural decentralization and therefore it requires that people develop new skills. In addition to that, an entrepreneur has to ensure that demographic changes takes place in the organization (Daft, 2010). The structural diversity includes policies and programs, which include the equal opportunity and affirmative action. Friction and conflicts develop in the organization but the change manager should be able to handle and ensure that such problems do not exist but adapt changes to meet the demands of the organization (Daft, 2010).

In private sectors, deregulation is one of the factors, which have brought about major structural changes in some of the industries. People engage in working with a force to ensure they accomplish their missions. Deregulation can bring major changes in the power. For example, the government can impart changes to the consumers (Moran, 2013). In addition, deregulation results in the need for the redefinition of the organizational mission and culture. Peace is also another example of the change, which can happen to take place. It necessitates the minds of the people hence reduction in the size of military forces. People may end up working well in a smaller reduced military force hence increased capabilities due to the increase in the number and diversification of missions (Daft, 2010).

Conclusion

Managing Change is necessary for the general survival of the individuals and the organization. As a change leader, Taft needed to ensure that he developed a strategic plan; design a vision, structure and brand for the change management within the organization just as Theodore Roosevelt did. One has to develop supportive skills with the key stakeholders to ensure that all the roles played are aimed at bringing out the changes, and to ensure that standard tools, training, process and political support to change the change agents, consultants and the managers.

 

Reference

Daft, R. D. M. (2010). Understanding Management. hieldberg: Cengage Learning. Copyright.

Moran, B. P. M. L. (2013). The 12 Week Year: Get More Done in 12 Weeks than Others Do in 12 Months. niendthergal: John Wiley & Sons. Copyright.

 

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