Organizational Change Project:

1. Organizational Change Project: Kelly Gearhart Brian Longe Dawn Morgan Fall 2013

2. Targets of Change

3. Human Resources • Uncertainty • The Tulsa World hand picked their successor • Changing Norms and Values • Ethics Brochure from Berkshire Hathaway • Psychological Stress • Can translate into absenteeism, turnover and low productivity

4. Functional Resources • Distribution Changes • From 100+ drop sites to Distribution Centers • Website • Ability to offer more products and services to Advertisers

5. Technological Capabilities • Website • Umbrella agreements with 3rd party vendors • Circulation Tracking System • Home grown system that no one knew outside of the Tulsa World • Support staff from around the country

6. Organizational Capabilities • Key personnel changes • New Publisher, new direction • Training for Departments • Collaboration among properties and people • Culture • Not much change, still a very tight knit workforce

7. Resistance to Change

8. Why Resist Change? • Feeling of uncertainty • Layoffs • Purpose of change is not clear • Employees do not see the need for change • Employees are not involved in the planning • Lack of effective communication • Lack of role clarity and job descriptions

9. Creating Readiness • Organization identifies the need for change • Demonstrate to employees that this is the right change • Key people are identified to help support the change • Employees have the confidence to succeed • Strong leadership

10. Overcoming Resistance • Organization is committed to the change with all leaders on board • Leaders show support and positive role modeling • Leaders guide the employees to embrace the change • Provide open communication and growth opportunities

11. Tulsa World – Resistance • The employees were shocked and very emotional • Uncertainty due to lack of communication and tight timelines • Every job description was going to be changed • Key Managers and their roles were not identified

12. BH Media – Overcoming Resistance • Strong Leadership - believe in the change and show of support • Employees now understand the change and where the company is going • Key managers and their roles have been identified • Opening communication with employees regarding the change

13. Change Management • “In our turbulent world, there is nothing more permanent than change”

14. External Change Agents • BH Media brought encouragement • HR Department were open and flexible • Subject Matter Experts brought outside input

15. Internal Change Agents • Tulsa World President and Chief Operating Officer • No intentional negativity; hard to make change from family-owned business • Caring and commitment to Tulsa World

16. Change Leaders • “People problems” can undermine success • Four managers involved in original changes • Positive communication from top BH Media leaders • Displayed cooperative and welcoming qualities

17. Internal Change Research • Current employees bring personal opinions into the mix • Perceptions and expectations should be researched prior to acquisition • BH Media Group look to determine a good fit with culture and financial aspects

18. Questions?