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Managing Organizational Change. Today’s Agenda. Know the class Review the course outline A case of organization change. In your opinion, what could we study in a course of change management?. Overview of the syllabus. Images of Managing Change Why Organizations Change

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Presentation Transcript
slide2
Today’s Agenda
  • Know the class
  • Review the course outline
  • A case of organization change
overview of the syllabus
Overview of the syllabus

Images of Managing Change

Why Organizations Change

What Changes in Organizations

Diagnosis for Change

Resistance to Change

Implementing Change

Linking Vision and Change

Strategies and Skills for Communicating Change

Sustaining Change

1-4

week2 images of managing change
Week2: Images of Managing Change

Each person

Operates with an image or mental model of what s/he thinks is achievable.

Has a different management style and image.

Images

Illuminate certain aspects of change.

Take us away from paying attention to certain aspects.

We will suggest some images and assess the strengths and weaknesses of different images.

1-5

week2 why organizations change
Week2: Why Organizations Change

External forces for change

e.g. new technology

e.g. geopolitical environment

Internal Forces for change

e.g. a new CEO

e.g. growth cycle

Forces for stability

Think: Do we really need this change? what are the likely returns (economic, other) of this change?

1-6

week3 what changes in organizations
Week3: What Changes in Organizations

Common types of changes:

Mergers and acquisitions

Downsizing

Technological changes

Proactive Vs. reactive changes

Scale of change

Incremental

transformational

1-7

week3 diagnosis for change
Week3: Diagnosis for Change

Organization models to assess where changes are needed in an organization

Strategy

Structure

Operations

Culture

Management behaviours and mindsets

Employee behaviours and mindsets

Communication

Reward mechanisms

Modes of interaction

Component analysis tools to assess the changes needed in each part of the organization

E.g. force-field (strategy), PESTEL (environment), cultural web (culture)

Assessing readiness to change

1-8

week4 resistance to change
Week4: Resistance to Change

Why do people resist to change

Experiences with past change

Discomfort with uncertainty

Lack of conviction that change is needed

Perceived negative effect on interests

Lack of clarity as to what is expected

Belief that the timing is wrong

Managing resistance

The resistance cycle

The power of resistance

1-9

week5 6 implementing change
Week5,6: Implementing Change

Implementation method is important: A good idea for change may be badly managed and fail.

How much do we involve people

When things will be done

Two main approaches:

Organization development (OD)

Appreciative Inquiry

Change Management

Contingency approaches

1-10

week7 linking vision and change
Week7:Linking Vision and Change

Content of meaningful visions

Process by which visions are emerged

Three dilemmas:

Does vision drive change or emerge during change?

Visions help or hinder change?

Vision belongs to organizations or to leaders?

1-11

week9 strategies and skills for communicating change
Week9: Strategies and Skills for Communicating Change

Strategies for communicating change

What, how, and to whom

Modelling the communication process

How much communication

Selling vs. buying in

Media

Skills for enacting those strategies

Upward (common language)

Downward (listening skills)

with the outside world (corp. reputation)

1-13

week10 sustaining change
Week10: Sustaining Change

Actions to sustain change:

Redesign roles and reward systems

Measure progress

Celebrate

Fine-tune

1-14

managing change
Managing Change
  • Change can be interpreted in different ways
  • Using the stories of change we can see how change means different things to different people
  • Using the stories of change we can see a wide range of issues that affect why and how change occurs

1-17

kodak
Kodak
  • How have past downsizing efforts affected how Kodak now approaches downsizing?
  • What reactions would employees be likely to have to the continued downsizing?

1-18

kodak19
Kodak
  • Managing reactions to change
  • Key change issues:
    • Both internal and external stakeholders interpret and react to change differently
    • Communication strategies need to be directed at both groups of stakeholders
    • History of past changes influence the reactions and the way managers deal with change

1-19

slide20
IBM

Change can come from above and below

What are the differences between change from below and change from above?

Key change issues:

The diffusion of change helps consolidate change across the organization

Symbolic images of change can give more importance to change from above for employees

Champions of change gain support for change

1-20

hewlett packard
Hewlett Packard

Managing a merger

Key change issues:

Organizational politics and lobbying

Merging of cultures as a form of change

Communicating change to internal employees and company stakeholders

Restructuring the organization as a common type of change

1-21

mcdonald s
McDonald’s

External pressures for change

Key change issues:

The external environment can lead to organizational changes

Organizations may consider that they have a social responsibility to the external community, and this can lead to pressures for change

Not all planned changes come to fruition

1-22

slide23
Change at Google – New Leadership

http://au.youtube.com/watch?v=WZ83MffY3lI

http://au.youtube.com/watch?v=JV2HcNta1gU&feature=related

slide24
For the next session, please:
  • Make groups
  • Have a copy of the book
  • Read Chapter1
  • A group for the first case of the book: IBM
  • A group for the first case from practice
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