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- Show up. Kanter argues that leaders who want to make a positive change in their organization need to be present. Rather than hiding in the background, managers should attend more meetings and make themselves visible to their teams.
- Speak up. Kanter’s positive change theory states that managers should share information from the top down so that everyone is aware of organizational goals.
- Look up. As a business owner or leader, you have to focus on your many daily responsibilities. In addition to overseeing a team, managers must ensure they meet specific goals and metrics to support their supervisors.
- Team up. At the heart of Kanter’s management theory is the idea that people derive power from alliances they form with superiors, peers and subordinates.
Kanter and Issues of Visibility In Men and Women of the Corporation, Kanter (1977) sought to examine how, through her study of ‘Indsco’, numerical group composition could impact on organizational group processes. A central claim of her theory is that group
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Management Thinkers: Why Rosabeth Moss Kanter still matters. MT's Management Thinkers series outlines the principles from key management thinkers of the past, and explains why their views still matter.
- Change Projects
- Alliances
- Mergers and Acquisitions
- Turnarounds
- Systemic Transformation
- Social Change
In Simmelian fashion, Kanter has observed that “all leadership is intergroup leadership, because the potential for differentiation exists in any social unit larger than two” (Kanter, 2009a, p. 83; see also Kanter & Khurana, 2009). In this sense, a cellular basis for change is the relationship between and leader and the team or small group, with the...
Not only must change leaders form coalitions, as described above, but if they are organizational representatives, they may also need to form interorganizational alliances such as joint ventures, consortia, or value-chain partnerships. The change task remains that of overcoming intergroup conflict (this time without the quotes), finding common groun...
Sometimes, alliances are not enough, and full organizational integration is needed. Such processes can be traumatic for people because a change of any kind, but especially in merger and acquisition contexts, may generate a loss of control, excess uncertainty, surprise, difference effects, loss of face, concerns about future competence, ripple effec...
It is natural for people and organizations to have their ups and downs or winning streaks and losing streaks (Kanter, 2005a, 2006, Kanter & Fox, 2016). Missteps happen, especially in rapidly changing environments, and just as people lose confidence – the expectation of future success – so do organizations. In Kanter’s sociological, kaleidoscopic im...
Kanter conceptualizes systemic transformation – of which change projects, alliances, mergers and acquisitions, and turnarounds may be a part – as a “change wheel” (Kanter, 2001, 2005b). Her description further highlights her kaleidoscopic thinking. She arrays ten organizational elements around a wheel, with the change goal placed in the center. But...
The largest and most complex social organizational form is society – be it a community, a nation, or the world, each of which consist of social, political, and economic systems. Kanter likes to quote the anthropologist Margaret Mead: “Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it’s the only thing ...
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Kanter's (1977) theory of organizational power was chosen because it could provide a means of uncovering and understanding power issues faced by nurses who are managers.
Rosabeth Moss Kanter Power, Leadership, and Participatory Management Our changing society makes new demands on leaders and on the organizations they design and manage. A changing workforce, a shifting political climate, and a puzzling economy all put pressures on leaders to manage in new ways. A population that demands a greater share of power ...
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Dec 5, 2011 · This paper revisits Kanter's (1977) seminal work Men and Women of the Corporation, rereading her account of numerical advantage and disadvantage through a poststructuralist lens which exposes hidden dimensions of gendered power.
