Developing leadership - Essay Example

? Developing leadership Introduction One of the greatest challenges facing information technology organizations for the lasts recent years are employees job-hop. Organizations have been having a difficult time to attract and retain human resources. Information technologies are faced with high staff turnover rates. This has been observed to happen most among staff that are between one to five years of experience. It is not new that modern organizations are inextricably connected to information technology systems. It has been difficult to tell when organizational business stops and when information technology starts. With the field of information technology changing rapidly, it is going to necessitate organizations to increase their reliance in technology in the future. This can be done through strategy although it is clear that the changing technologies shall compel organizations to change. Organizations have to invest in cutting edge technology for them to remain relevant. Organizational analysts have been using their domain knowledge to develop business models (Hesselbein & Goldsmith 2009). These models are made up of individual, departmental tasks. With growing information technology, architects shall be forced to assemble services and use workflow to automate executions at a faster rate in the coming years. The current trends show that resultant businesses in organizations shall be automated to a large extent. All the organizational employees and workers shall be compelled to use common vocabulary to collaborate and describe most of the organizational processes due to the impact of the coming technologies. Forecast shows that it shall be a vital requirement for organizational workers to have more than the basic information technology skills (Yadav & Prabhu 2007). Going by the current trend, it shall be decisive for employees to have professional information technology skills in their own organizational portfolios (Rasmus & Salkowitz 2009). The chief executive offices have to use specialized software, which is customized, for the organization and equipped to monitor all the processes in the organizations. Information technology experts shall have to dwell much on developing software and hardware that can deliver (Prasad 2010). They shall also be involved in monitoring various aspects of the functionality of their product once it is deployed. The information technology firms shall be interested in improving these installations (Rasmus & Salkowitz 2009). Organizational processes shall need software and expertise for future survival. This shall constitute the concept of organizational processes management. Future corporate leaders: The leadership of organizations shall have to build on top of information technology basics. The future challenge of organizational leaders is to acknowledge that organizations will be run through linking individual, business tasks to develop a valuable product (Hesselbein & Goldsmith 2009). This will not necessarily take thousands of employees. It is likely that some future organizations shall outsource professional information technology services to improve quality and speed. Outsourcing is not a new concept in running of organizations (Buchen 2011). However, the need for specialized information technology skills to give multinationals a competitive advantage is set to rise. A telling example is sum sang group of companies. In South Korea, the elderly are adored according to corporate culture. However, the outgoing chief executive officer of Samsung group of companies has recommended a young successor. In a statement, he thought that, for the company to remain competitive in the dynamic market, it has to give room to leaders who are able to understand technology. Indeed age and gender prejudice has been associated with organizational leadership for decades (Chandna & Krishnan 2009). The youths have been kept out of leadership until the rise of the technological phenomenon. Organizations in the future shall have to depend on information technology models when developing products (Gitman & McDaniel 2008). This shall be a radical ship from the traditional arrangement. Future organizational leaders shall be faced with the challenge of combining service participants and choosing the best provider of a given service (Hesselbein & Goldsmith 2009). The value chains might end up becoming increasingly distributed, but they shall be linear, predictable and structured. In the future, these service providers shall themselves become interconnected which each other to an extent that mapping their results shall take a network approach more than the traditional linear approach (Hesselbein & Goldsmith 2009). The organizational, familiar value chains are likely to be transformed into dynamic value networks (Hamel & Breen 2007). This shall have both merits and demerits. When almost all organizational units are fully intertwined in a technological web, then the failure of one unit is share by the entire system in the organization which could prove to be a substantial letdown. However, processes shall be conducted in a fast and professional manner (Chandna & Krishnan 2009). The future means that organizations shall have intercontinental servers with automatically develop data backups to keep the systems secure. Under this set up, the working of the network shall be orchestrated by the organization that delivers the end product to the clients; under its own brand name (Hesselbein & Goldsmith 2009). This is the heartbeat of the future leadership of organizations (Gitman & McDaniel 2008). For an organization to deliver high quality products in a network of units that work independently, with an aim of delivering one final product, then a strong leadership model shall have to be adopted ( Buchen 2011). The future leadership model of organizations shall have the ability to monitor both business processes and corporate units. It shall have to be a two or three tier model whereby the top management that monitors outsourced services, organizational departments and organizational workers simultaneously under strong information technology tools (Hamel & Breen 2007). Information technology phenomenon is a considerable challenge facing the future leadership (Hesselbein & Goldsmith 2009). Future Organizational challenge: the expected leadership One of the problems associate with organizational leadership is resistance to change. Information technology demands flexibility and risk taking with the latest information technology models (Rasmus & Salkowitz 2009). The challenge of the information technology is intertwined with a few other challenges (Vell 2009). Organizations shall have to hire qualified personnel regardless of gender. Already, organizations have started being service oriented (Buchen 2011). According to research, service orientation does not begin with technology but with a mindset. The future of organizational leadership shall be coerced to pay attention to the world around the organization and business in terms of functional processes (Yadav & Prabhu 2007). This is supposed to make the leadership to allow economic rearrangements extremely fast (Rasmus & Salkowitz 2009). This shall make the organizations function in a service oriented manner and rearrange components that make up the business processes in case need arises (Hamel & Breen 2007). Trends show that information technology is dynamic in nature. IT is bound to keep evolving as the world becomes dependent on information systems for professional development and delivery of goods and services. Service orientation in the future shall facilitate organizational innovation. This shall happen when organizational processes are separated from execution. This shall reduce the time spent between organizational intent and information technology execution (Chandna & Krishnan 2009). Future organizational leadership shall have to multitask in terms of professional skills and social ability. On one hand, the future chief executive officers shall have responsibilities to both social interaction and using high tech skills in learning organizational processes. This has resulted to some organizational leaders to go for specialized information technology courses (Gitman & McDaniel 2008). Training is tipped to be part and parcel of organizational leadership for organizations to remain relevant in a dynamic IT environment. Information technology organizations have set the pace for the future of organizations. The role of information technology in every organization has been on the rise. According to research, swapping information technology systems for the future resources and keeping their use exactly the same as previously might not be helpful. The democratization of democracy continues to grow, and the rate of change is becoming intense. Presently, organizational leaders are learning that the alignment of information technology and information technology and organizational processes are being made possible. In future, organizations shall have to be agile and flexible. They shall be coerced to use professional and IT compliant workgroups whose aim shall tackle time bound organizational projects (Chandna & Krishnan 2009). As a result, a fresh information technology supporting application shall become particularly vital. The work groups shall use situational IT applications to meet market place needs accurately. The nature of this software is that they shall be short-lived and specialized. Information technology is tilting from generic to specialized software as organizations become information technology becomes vital in the running of organizations (Gitman & McDaniel 2008). In future, organizational leaders must have the skills to examine organizational models that enhance agility and flexibility. The leaders shall have to strengthen ties between IT and business with an aim of developing common vocabulary for addressing organizational needs (Vell 2009). Organizations shall have to build the capacity to build models that optimize and enhance organizational relevance and productivity. This has caused some technology companies to start developing organization friendly software (Zimmermann 2011). IBM has announced its intention to develop IT systems that can be used by organizational work groups in the future. Most of the negotiations are likely to be done of these electronic systems or in virtual platforms. In conclusion, the dynamic nature of the market place innovation poses a significant challenge for the future of organizational leadership. Most organizations are beginning to appreciate the role of information technology in the running of organizations. However, many have not adopted IT a vital requirement for the future survival of the organizations. The transition from traditional to technologically sound organization leadership remains a significant challenge. This is due to the multiplicity of the IT demands. Organizations are being forced to adopt information technology systems that incorporate leadership and workers in a joint working unit without mixing their roles. Service oriented systems within organizations have to be technology compliant. The future organizational leadership must adopt new skills which are not conventional, but require boldness and risk taking. Besides, the evolving nature of information technology demands that organizations shall have to develop a training culture with is different from doing repetitive assignments. IT is a significant challenge to the future running of organizations. References Buchen, I. H. 2011. The Hybrid Leader: Evolving, Adaptable, Unfinished 1st ed. R&L Education. Chandna, P., & Krishnan, V. R. 2009. ORGANIZATIONAL COMMITMENT OF INFORMATION TECHNOLOGY PROFESSIONALS: ROLE OF TRANSFORMATIONAL LEADERSHIP AND WORK-RELATED BELIEFS. Tecnia Journal of Management Studies, 41, 1-11. Gitman, L. J., & McDaniel, C. 2008. The Future of Business: The Essentials 4th ed. Cengage Learning. Hamel, G., & Breen, B. 2007. Future Of Management 1st ed. Harvard Business Press. Hesselbein, F., & Goldsmith, M. 2009. The Organization of the Future 2: Visions, Strategies, and Insights on Managing in a New Era 1st ed. John Wiley & Sons. Prasad, R. 2010. Future Trends and Challenges for Ict Standardization 1st ed. River Publishers. Rasmus, D. W., & Salkowitz, R. 2009. Listening to the Future: Why it is Everybody's Business 1st ed. John Wiley & Sons. Vell, D. 2009. Characteristics of Successful Technology CEOs 1st ed. Entrepreneurial Boards. Yadav, M. S., & Prabhu, J. C. 2007. Managing the Future: CEO Attention and Innovation Outcomes. Journal of Marketing, 711, 84–101. Zimmermann, N. 2011. Dynamics of Drivers of Organizational Change 1st ed. Springer. Read More