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managing Organizational change

managing Organizational change. In a world of constant change, the spoils go to the nimble. Employees want…. More jobs More participation in decisions More flexible work arrangements More leisure time More information More rights Professional growth Technology Psychological contract.

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managing Organizational change

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  1. managing Organizational change In a world of constant change, the spoils go to the nimble.

  2. Employees want…. • More jobs • More participation in decisions • More flexible work arrangements • More leisure time • More information • More rights • Professional growth • Technology • Psychological contract

  3. Employers want… • Automation • Employee motivation & involvement • More broadly-skilled employees • Employees willing to work where they are needed • More freedom to pursue company aims

  4. Government wants…. • More legislation controlling industry • More collaboration with employers

  5. What Drives Change? Unions Competition Technology Politics Social/Internal Values Legislation Economy Attitudes of Employee Demographics Culture Regulators Globalization Customer Focus

  6. change • We live in an era of risk and instability and the ability to read and act on signals: • To experiment • To manage complex systems • To mobilize

  7. guiding change • Correct diagnosis of the nature of the change challenge • Early development of shared understanding • Enrichment of shared understanding

  8. speed • Establish a sense of urgency • Create a limited and focused strategies agenda • Rapid, strategic decision making and deployment

  9. momentum • Identification and management of sources of resistance – securing a favorable balance of power throughout the organization • Utilizingkey organizational enablers • Demonstrated leadership commitment

  10. Communication • Plays a major role in organizational change • Procedure & processes remain important • People have to understand what is happening or what is going to happen

  11. Each step of the change process requires communication • Designing change is not possible without documenting its necessity Communication

  12. If you do not have communication, you: • Destroy commitment • Damage employee morale • Generate huge resistance and hostility

  13. change • As a change agent, what are you going to use? • Mission of the organization • Vision of the organization • Key stakeholders • Benefits of change • Total involvement

  14. change • Being a change agent is: • Setting a new leadership style • Creating a shared vision for quality results • Establishing process improvements • Fostering employee buy-in • Specific management of results • Incorporating training • Continued improvement

  15. Organizational process • Also known as “Hardware” • Rules, policies, procedures • Span of control • Communications processes • Organizational structure form • Process flows • Equipment change • Information systems

  16. People • Also known as “Software” • Transforming behavior • Knowledge, skills, abilities, or other characteristics • Reward systems • Training

  17. successful change • Managing change means having • the right people on board that will: • *not only deal with change, but pursue it!

  18. One more question: • What happens when a key person leaves? • Vulnerability • Knowledge is lost • Continuity interrupted • Morale and motivation decline

  19. Succession Planning • Succession Planning in Change: • Talent management • Ongoing process • Identifying • Assessing • Developing leadership • Inventory of openings • Position criteria • Potential candidates

  20. development • History of employee • Management/technology competencies • Assessment • Development • Training • Educational experiences • Assignments and projects • Job rotation • Mentoring • Individual study • Volunteer work • Action learning

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