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Figure 7.3: Dynamic Five factor model of Leadership
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| Figure 7.3: Dynamic Five factor model of Leadership 7.3.3 The Star Model The basic premise of the Star Model (Fig. 7.4) is simple but powerful different strategies require different organizations to execute them. The Star Model framework for organizational design is the foundation on which an organization bases its design choices. This framework consists of a series of design policies that are controllable by leadership and can influence employee behaviour. The policies are the tools with which leadership must become skilled in order to shape the decisions and behaviours of their organizations effectively. In the Star Model, design policies fall into five categories strategy, structure, processes, rewards and people. For an organization to be effective, all these policies must be aligned, interacting harmoniously with one another. This idea of alignment is fundamental to the Star Model. But to solely focus and align the organization is to become vulnerable because alignment around a focused strategy can impede to anew strategy. Today, every organization needs to be adaptive and change as quickly as its context changes. If not, it is falling behind. And if change is constant, we need to design our organization to be constantly and quickly changeable. We need to have organization structures and processes that are easily reconfigured and realigned with a constantly changing strategy. This asks for the skilled use of extensive internal and external networking capabilities. (Galbraith, 2002) 337 One advantage of this model is the concept of strategic alignment. This alignment of the diverse policies ensures goal-oriented working and therefore organizational effectiveness. Another advantage of the model is the consideration of the adaptability to a constantly changing environment. Nevertheless, the Star Model is tailored to business and market- oriented companies. Another two weak points are 1) that effectiveness is not a direct output of the design policies, and 2) that culture is only understood as an output and not as an input to the organization. But in a multinational headquarters, where people from different nations are working together, culture certainly also is an entry. Download 3.37 Mb. Share with your friends:
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