The manager of the future: managing and managing change

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Guide and management has to change for the future - many experts agree on that. How well or poorly are managers prepared? change

Here writes for you:


Fiona Elsa Dent 92 Fiona Elsa Dent is Director of Executive Education at Ashridge Business School.


From the author:




Here writes for you:


Vicki Holton vicki_holton Vicki Holton is Research Fellow at Ashridge Business School, UK.


What is the Ashridge Management Index?

The Ashridge Management Index (AMI) is a regular survey of the opinions and attitudes of senior executives who were first published in 1994 ins. The Ashridge Business School in Ashridge Park, Berkhamsted near London is a UK private university.

Our data are compiled from survey data of 1.100 respondents and company interviews. The aim of the research is to examine the company environment and better understand some of the most important challenges and opportunities for managers and executives. The index examines views and settings on the following topics:

  • Management and organizational challenges
  • personal challenges
  • loyalty
  • organizational change
  • Learning and development.

Why is?

Our research has some good news - not least the high level of employee engagement - and identified some challenges, such as: How well organizations handle change.

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  • What are the main challenges with those Company are currently facing?
  • What central challenges do executives face in person, including work-life balance?
  • How do organizations create change?
  • What do managers think about trust, fairness and remuneration of executives?
  • What happens in learning and development - what are the approaches that managers consider most effective?

Key role: lead management and change

We interviewed respondents on the key issues that they believe are important for successful change. The well-planned design phase is mentioned, but many also comment on the need for adequate resources, excellent communication and good leadership, as one person said:

“Managers at all levels must first understand that one of their key roles is to manage and lead change.”

Simple and clear messages

The danger is that employees believe that change is less a business topic and more an optional 'nice to have' if managers don't show such leadership skills. Many of the 1.100 managers who participated in the Ashridge Management Index believe that simple and clear messages work best.

Even a process of change without a clearly defined beginning, middle and end is structureless and makes life difficult for all involved. Some organizations are good at starting up, but often have less clarity. We have also heard examples where too many change initiatives take place at the same time; a recipe for confusion.

How do good organizations work?

Overall, the results suggest a good environment in many organizations, including:

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  • Success of change initiatives in organizations
  • Leadership that is highly valued - both in terms of line manager and top executives
  • The feeling of being valued - the majority of managers say top executives value their contribution. This also applies to their supervisor
  • Employee engagement is high - on factors such as the intentions of leaders to stay with their organization and be proud to work there.

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