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ORGANIZATION MANAGEMENT. Managing Organizational Change. What is Change?. Change is the process of moving from one state (current state) to another (future state). Current State. Future State. Transition. Change – Facts & Dynamics. Dynamics of Change. Facts about Change. People ...

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organization management

ORGANIZATION MANAGEMENT

Managing Organizational Change

slide2

What is Change?

Change is the process of moving from onestate (current state) to another (future state)

Current State

Future State

Transition

slide3

Change – Facts & Dynamics

Dynamics of Change

Facts about Change

People ...

  • feel awkward, self-conscious
  • think first about what they have to give up
  • feel alone
  • can only handle so much
  • are at different levels of readiness
  • revert to the old as soon as the pressure is off
  • Change is inevitable
  • Change is uncomfortable
  • Change is disruptive
  • The complexity of change has increased
slide4

Current State

Future State

Transition

How Does Change Take Place?

External Forces

  • Economic
  • Social
  • Organizational
  • Environmental
  • Legal

Internal Transition

  • Psychological process to shift behavior
  • Let go of the old and embrace the new
  • Occurs at your own pace
  • Internal transitions must occur before change is fully realized
slide5

The Cycle of Transition

Denial

Commitment

Reward and Motivate

Inform,

Communicate

and Motivate

teamwork

satisfaction

clear focus and plan

cooperation

balance

clear vision of the future

it will be over soon

this won’t happen

apathy

numbness

minimize the change

ignore

Resistance

Exploration

Facilitate, Problem Solve and Motivate

Listen,

Share

and Understand

seeing possibilities

exploring alternatives

feeling “ I can make it”

high creativity and energy

too many new ideas

lack of focus

indecisiveness

have too much to do

start “being” in the future

sense of loss of control

concerned with competency

future contribution unclear

lack of focus or direction

can’t sleep at night

anger/fights

withdrawal from the team

blaming

ZIGZAG

Adapted from Managing Change at Work by Cynthia Scott and Dennis Jaffe

slide6

Strategies for Managing Reactions to Change

Denial: Gain Power Through Information

Commitment: Keep the Momentum

  • Gather information from reliable sources.
  • Avoid getting caught up in rumors and speculation. Discuss rumors openly with your manager and verify facts.
  • Allow yourself time to internalize and reflect on how you feel about the change. Don’t be swept away by other’s emotion.
  • Avoid staying stuck in this stage. It can be draining and defeating.
  • Continue to find new solutions to the new situation.
  • Revisit and refine your goals.
  • Continue to rally people around the change.
  • Avoid complacency by assuming a new status quo.
  • Continue to expand your skills and knowledge.
  • Break out of your comfort zone by taking on new assignments and challenges.

Exploration: Venture into Uncharted Territory

Resistance: Stop Spinning Your Wheels

  • Accept that this is a period of emotional turmoil and that you may experience feelings of anger, hurt, disappointment, depression, betrayal and loss.
  • Seek emotional support from trusted friends, family, peers and managers.
  • Avoid self-defeating behavior such as acting like a victim, developing a bad attitude, and rallying others to fight the change.
  • Avoid staying stuck in this stage: A prolonged negative attitude can earn you a poor reputation and undo a lot of your good work.
  • Continue to suggest ideas and think unconventionally.
  • Focus on changes that can be made to work rather than listing all the things that can go wrong.
  • Focus on priorities and set short term goals for yourself.
  • Acquire new skills and knowledge.

Adapted from Managing Change at Work by Cynthia Scott and Dennis Jaffe

slide7

Shifting Behaviors…

To have people consistently behave in a new way, three conditions must be met

the person must

  • be awareof what the new desired behavior is;
  • have the skills to perform the desired behavior successfully
  • be motivated to change his/her old behavior
slide8

Managing Organizational Change

a disciplined approach to help organizations manage transition

slide9

Guiding Principles of MOC

  • People are our only sustainable competitive advantage - they are the intellectual capital of the organization.
  • Those who are closest to the work have the best information about what is needed to do it most effectively.
  • People tend to support more readily what they help to create.
  • People need to understand the context of the change. Understanding is found through dialogue.
  • To build a sustainable change, people must experience some personal results.
slide10

Sponsorship Alignment

Maintain Sponsor Alignment and Commitment

Stakeholder Analysis

Identifying those impacted or influenced by the project

Communication

Minimizing thrash to the organization

Change Impact & Organizational Readiness Assessment

Identifying impacts of the change and monitoring organizational readiness

Training

Training strategy & delivery

Knowledge Transfer

Knowledge capture and transfer to benefit project and others

MOC Areas of Focus

Team Effectiveness

Assessing team dynamics and assisting the project manager

slide11

Communication

Minimizing thrash to the organization

Creating Your Business Case

The purpose of a business case for change:

  • To influence alignment around project objectives, deliverables, and metrics

Business case should articulate:

  • The objectives of the project
  • The intended outcomes and benefits
  • Specific deliverables (including specific results)
  • The driving forces
  • The costs (fixed, short term, long term) and ROI
  • The timeline and expected delivery date
  • The constraints, risks, and challenges
  • The proposed project structure – who is leading, who is participating
slide12

Communication

Minimizing thrash to the organization

Creating Your Business Case

Critical Success Factors:

  • Gain alignment and agreement between sponsors and key stakeholders.
  • Created to be used in future communications to end users
  • Consider this a decision checkpoint: should we proceed with this investment or not?
  • Lack of alignment indicates the need for continued refinement of the business case or a halt to the project.
slide13

Stakeholder Analysis

Identifying those impacted or influenced by the project

Stakeholder Analysis

The purpose of the stakeholder analysis:

  • To specifically identify all members of the community that will be directly or indirectly impacted by the project
  • To assess the ‘reach’ or magnitude of the project

Creating a stakeholder analysis:

  • List all groups and individuals you expect to be impacted
  • Useful to include the following attributes initially:
    • Group name / individual name
    • Manager name
    • Classification (sponsor, focus/target, change agent)
    • Directly or indirectly impacted
    • Impact Assessment (high, medium, low)
    • Key interests or expectations
slide14

Stakeholder Analysis

Identifying those impacted or influenced by the project

Stakeholder Analysis – 2

  • Do early and update often.
  • Utilize this information throughout the project – communication planning, focus groups, training assessments, and identification of risk areas
  • Avoid the temptation to create multiple lists. Make use of this as the master list and design to future intentions.
  • Use for assessments of needs, expectations, and success factors for key stakeholders by conducting interview sessions.
slide15

Communication

Minimizing thrash to the organization

Communication

The purpose of communication planning:

  • To identify objectives and messages for key communications ‘moments’ within a project
  • To provide discipline around reviewing your communication strategy
  • To provide a process to follow for creating messages.

It can take 7-11 times for us to hear a message before we internalize…

slide16

Communication

Minimizing thrash to the organization

Communication – 2

The communication planning process:

START

Determine key messages and communication objectives

From stakeholder analysis

Get feedback and analyze effectiveness

Determine audience

Communication Process

Deliver the communication

Determine our desired outcomes

What would be observable?

Determine communication vehicles, owners, and timing

slide17

Sponsorship Alignment

Sponsorship Alignment

Maintain Sponsor Alignment and Commitment

The purpose of sponsorship alignment:

  • To help build the partnership between the project and the sponsors
  • To set expectations about what the sponsors will be asked to do to support the MOC activities of the project.

Sponsorship alignment includes:

  • Specify sponsor roles and expectations
  • Validate adequate sponsor representation
  • Determine engagement model (expectations for future meetings and checkpoints)
  • Periodic sponsorship assessments
  • Determining escalation model
  • Clearly stating accountability
  • Establishing effective relationships with sponsors – keeping in touch
slide18

Sponsorship Alignment - 2

Sponsorship Alignment

Maintain Sponsor Alignment and Commitment

Sponsor Roles & Responsibilities:

  • Maintaining program priority
  • Championing the program through personal actions and conversations to peers and own organization
  • Resolves conflicts over policies or objectives
  • Providing political influence at high levels
  • Acts as an escalation board for unresolved issues or cross-functional decisions
  • Approving scope changes to site project plans
  • Removing roadblocks and supporting key project decisions
  • Creating the cultural shifts necessary to realize the business results and benefits.

EXECUTIVE SPONSORS

Note: There may be different levels of sponsorship needed throughout the life of the project

slide19

Training

Training strategy & delivery

Training

The purpose of training strategy/planning:

  • To identify the educational needs required to update or alter the skills needed by the directly impacted audience
  • To effectively deliver the training required

Training strategy/plan should articulate:

  • A holistic picture of the education required to shift to future state
  • Training goals and objectives
  • Audience analysis
  • Training needs analysis
  • Delivery approach
  • Cost proposals
  • Use the stakeholder analysis for needs assessment
slide20

Training

Training strategy & delivery

Training Strategy/Plan

  • Audience analysis is key to training success
  • Critical to understand what is the same and what is different to create that bridge between the familiar and the unknown
  • Critical to accommodate multiple learning styles in training design
  • Ensure your business community reviews and sponsors your strategy and delivery plan
  • Hardest work is in the logistics
slide21

Change Impact & Organizational Readiness Assessment

Identifying impacts of the change and monitoring organizational readiness

Change Impact and Organizational Readiness

The purpose of these activities:

  • To assess the magnitude of the change to the organization
  • To assess or assist on assessing organizational readiness for go/no go decision checkpoints

Change impact should articulate:

  • What will stay the same
  • What will be different
  • What community is impacted how
slide22

Change Impact & Organizational Readiness Assessment

Identifying impacts of the change and monitoring organizational readiness

Change Impact and Organizational Readiness

Sample Change Impact:

Who does this

What systems are

Other processes

Current State

today?

used?

impacted?

Process Step

Engineer

Designer RA400

Supplier

Notification

Are there

What systems will

What are the key

What is the impact

Future State

Who will do this?

differences?

be used?

differences?

of this change?

Yes or No

Transitioning to

Need training for

Process Step

Procurement

New System

Yes

Procurement

procurement - need to

assess readiness to

transition

slide23

Knowledge Transfer

Knowledge capture and transfer to benefit project and others

Knowledge Transfer

The purpose of knowledge transfer:

  • To identify your strategy for leveraging team knowledge
  • To articulate tactical steps in knowledge capture, sharing, and transfer
  • To identify trends in learning within the organization

Knowledge Transfer strategy should articulate:

  • Recommendations for sharing key learnings from past projects
  • Recommendations for conducting retrospectives at end of each project phase
  • Process for communicating and sharing key learnings
  • Project’s strategy for sharing knowledge and assessing learning skills
  • Process for analyzing trends
  • Process for storing and retrieving key learnings
slide24

Knowledge Transfer

Knowledge capture and transfer to benefit project and others

Knowledge Transfer – 2

  • Ensure knowledge transfer activities are captured as part of the project schedule
  • Understand your intent for capturing knowledge – how will it be used
  • Identify ‘in the moment’ opportunities to ask “are we getting the results we want and if not, what do we want to do about that?”
  • Developing a psychologically safe environment where learnings are valued
slide25

Team Effectiveness

The purpose of team effectiveness:

  • To purposefully attend to team effectiveness on behalf of relationships and quality of deliverables
  • To assess team processes in decision making, problem solving, and communication
  • To partner with project manager and team members

Team Effectiveness

Assessing team dynamics and effectiveness

slide26

Team Effectiveness – 2

Team Effectiveness

Assessing team dynamics and effectiveness

Teams are most effective when:

  • Commitment to a common purpose
  • Clearly articulated goals
  • Roles are understood and aligned
  • Processes for decision making are clear
  • Team is able to self-learn about their own effectiveness
  • Mutual accountability for success
  • Ability to share leadership
  • Ability to collaborate
  • Team is able to observe and respond to group norms

QUESTION: ARE WE GETTING THE RESULTS WE WANT? IF NOT, WHAT DO WE DO ABOUT IT?

slide27

Why is it important to focus on Organizational Change?

  • Today is a world of complex and frequent change
  • Cultural and behavioral factors are the essence of organizational change
  • Supports consistent leadership and communication practices
slide28

Deloitte & Touche Survey of CIO's regarding Business Transformation:

Top 10 Barriers to Success

Barriers to Success for Organizational Change

Resistance To Change

82%

Inadequate Sponsorship

72%

Unrealistic Expectations

65%

Poor Project Management

Case For Change Not Compelling

46%

Scope Expansion / Uncertainty

Directly Relates to

Project Team Lacked Skills

Managing

Organizational

Change

No Change Management Program

Not Horizontal Process View

IT Perspective Not Integrated

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

% of Firms

slide29

Assignment

  • Read BA 550 class packet:
    • Why Should Anyone Be Led by You?
    • Leadership That Gets Results
    • Tipping Point Leadership
  • Case brief – Silvio Napoli