Leadership dilemma in institutional change

Abstract Organizational change is instrumental towards the transformation of any sector and can only occur when all the stakeholders who are involved directly or indirectly in the system are involved in the process. Change is inevitable though it is bound to meet a lot of resistance as different methodologies of doing things are adapted. The implementation style determines an institution’s effectiveness. Criminal justice has its jurisdiction in the implementation of laws regarding habits and activities that are against the rules of the land.

Criminal justice setting is considered part and parcel of institutional change as it reflects the ideologies that need to be incorporated into an organization’s system (Kotter, 1996, p. 10). Organizational transformation is a subject, today, of great concern to change agents. Firstly most organizations are owned by either the single entities or by government: this brings problems to the management team because the contributions of the owners bear more weight and upon ignoring them can lead to a threat to their job security even if they are not advocating for change (Kotter, 1996, p 16).

Secondly improper communication mechanisms within the institution make the current and upcoming programs not concur with the idea of enhancing institutional efficiency and effectiveness. In this case the employees of the company are not aware on the objectives of the institutional change making it hard for an institution to implement change as the employees have the greatest contribution in the implementation of change (Kotter, 1996, p. 16).

Thirdly it is difficult to make plans that will fit the programs at hand due to rapid change in societies’s culture and technology. The Mis supposed to come up with strategies that will sail the institution through transformation that will go for a long period of time and should therefore not only be focused on short term since it will seem to be less helpful (Kotter, 1996, p. 16). Fourthly the involvement of internal stakeholders in the process so that they feel they are a part and parcel of the process.

Engaging the employees in the process helps the management to understand the potential in terms of skills and ability to deliver and formulate ways in which they can increase their staff productivity for instance through training and increment of their salaries (Kotter, 1996, p. 17). The issue of organization structure may be a problem during transformation. The transformation team should come up with a structure which will result to better and effective management.

Additionally, it is important for the team to consider the cost effectiveness of maintaining any organizational structure. One question that they should be at a position to answer is; is it cost effective? (Kotter, 1996, p. 17). Also inclusive is the aspect of reformist trust in the implementation of the proposed change in that sector. Is it going to work? It is a requisite for there to be an appropriate diagnosis on whether the proposed reforms to be introduced are suitable for the institutional welfare and in terms of its relation to other bodies.

(Kotter, 1996, p. 19). Lastly there is the issue of interdependence and independence of the organization. An institution is influenced by other factors such as government legislation which may not concur with the transformation strategies: thus transformation leaders have to consider the native authority rules which may or may not be favorable for the organization to transform to its full potential. (Kotter, 1996, p. 19)

In conclusion transformation of an institution is considered to be a battle of wits between various agents and stakeholders which may be out of control from all sides and thus is considered sensitive. All in all the ideology of transformation and change is usually in the minds of all leaders in their pursuit to steer their institutions to prosperity (Kotter, 1996, p. 81). . References Kotter, J. S (1996). Leading Change. Harvard Business School Press, Boston, MA.