Standard Case: The Men’s Wearhouse
Extra Readings: Organizational Silence; ACT Change
A main reason on all organization certainly is having economic profits, but this is more difficult getting it in a competitive and turbulent entrepreneurial environment. For that, managers should not only implement good technical skills to manage their companies but also have suitable organizational philosophy wherein allows being competitive and having sustained growth over time. In truth, nowadays, managers must change their traditional system of work for being more creative and encompassing according to the current circumstances. This is by employing technical criteria as well as intuition and emotional inspiration to connect personnel, customers, and enterprises through the leadership in which combines science and art for managing any organization. This shift of perspective is possible to attain through a servant leadership in which a leader and their subordinates put maximum endeavors to achieve their goals in a holistic context.
As an illustration of this, after several years of hard-working from Men’s Wearhouse Company’s manager- George Zimmer- achieved to put to his organization in a competitive position of leadership. It was due to not only by implementing a variety of assertive strategies such as trusting in the value of human potential as fundamental mainstay of his company. This is for betting on employees as first priority, of course in a positive work environment, because “the people you manage and work with are your customers, as well as clients of the store.” It means employees are first, then customers, vendors, and communities. In fact, if you do not have efficient, skilled, trained, engaged, and motivated workers will be very difficult to reach your setting goals. In like fashion, another strategy is related to have an entire vision of product as pointed out another top management- Charlie Bresler- “we try not only to dichotomize customer service and selling- we treat them as an integrated package.”
However, in some organizations, there are certain issues and problems as organizational silence, which according to Elizabeth Wolfe and Frances Milliken in their article “Sounds of Silence,” organizational silence is pervasive and is potentially dangerous impediment to organizational learning and change. Indubitably, organizational silence could seem simple and straightforward, but these result being more complicated and harmful for any organization if these are not appropriately managed and overcome. In addition, this problem is a barrier for any firm to flourish because among workers there is no a fluid communication, exchange of opinions, critical analysis, and differences. All this does that a manager is unable to take decisions in order to enhance his o her company. In truth, managers are responsible for this because they should break this “coldness” for changing the status quo in their companies through an authentic leadership in which managers should create reliable mechanisms for that, they but above all must change first.
In fact, if managers struggle by being successful into their organizations, they should change their attitudes, work habits, and behaviors first before waiting changes from their employees. In that sense, they should give the example through positive and effective changes in human system for which managers have a great responsibility not only with their firms but also with their workers. This is because employees are a meaningful component in any organization. To illustrate, in Robert Quinn, Gretchen Spreitzer, and Matthew Brown in their article “Changing Others through Changing Ourselves the Transformation of Human Systems,” real adaptive change can only be achieved by encouraging people to make painful adjustments for which leaders convince others to change when they first change themselves. Surely, this transformation of human system should not be simple or traditional changes because these are not effective in consequence do not have good outcomes.
On the contrary, these shifts should be circumscribed in an important vision for the common good, which integrate the individuals to a collective good. With this in mind, an advanced change theory (ACT) is required, which is more complex but more comprehensive because this requires the leader to employ a high level of cognitive, behavioral, and moral complexity. For that, Argyris comes up with two types of action: 1) single-loop learning or adaptive behavior, which triggers in incremental improvements and 2) double-loop learning or innovative behavior, which does transformational change. In short, if managers do not like to be “between a rock and hard place,” they should start by changing themselves first, then implementing effective, workable, and attainable strategies as democratizing everything through an entire vision of products, avoiding groupthink, as well as employing the servant leadership by nurturing a Win-Win-Win relationship into their organizations.