Organizational Change. Changing Leaders

In the last decade, the management of organizational change has become the preferred model, used for making the decisions that shape the evolution of most enterprises in the developed countries, and which is expanding at a growing rate in other countries, including the one in transition. Marking a well-defined step in the evolution of science and in the international practice of management, this model appeared as a natural reaction to one of the trends of the world: the acceleration of changes and the amplification of their effects. But starting from the words of the Russian novelist, Leo Tolstoy "Everyone thinks of changing the world, but no one thinks of changing himself.", managers realized that organizational change is inseparable from individual change. In this way, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Given the decisional context in Romania, the managers must acquire a series of concepts and must adopt a series of practices in order to optimize the decision making process in the context of organizational change. A performing organization implies a radical change of the attitudes of managers towards their subordinates, the acknowledgement of the contribution of each of them in obtaining results, the encouragement of employees to take changes, their empowerment to take decisions in their areas of competence.