Documents
Resources
Learning Center
Upload
Plans & pricing Sign in
Sign Out

Leading and Managing Change

VIEWS: 3 PAGES: 15

									  Leading and
Managing Change
            By
       Dhruv Patel
     Isidro Gonzalez
      Briana Novak
Background

 A series of articles by Christopher G.
 Worley, PhD.
 Pepperdine University- Graziadio
 School of Business and Management
 Graziadio Business Report
 Address a number of practical,
 powerful, but often ignored principles
 in managing change.
Overview
 What does it mean to manage and lead
 organizational change
 Six things to be aware of when leading
 change
     Do no harm
     All change involves personal choice
     The relationship between change and
     performance is not instantaneous
     Connect change to business strategy
     Involvement breeds commitment
     Any good change effort results in increased
     capacity to face change in the future
Managing and Leading Change

 Managing change has become the
 “Silver Bullet”
                           Strategy
        What Needs         Process
         Managing          People
                           Culture

Demographic Trends
                      Staying Competitive
 Technology Trends          Against
      Globalization
Managing and Leading Change
Not many people       Fewer will say their
will argue against   organization does a
        this         good job managing it
 Managing change in continuous and
 ongoing
 Needs careful alignment between an
 organizations:
      Strategy
      Structure
      Process
Managing and Leading Change

 Being proactive rather than reactive
 Pitfalls of change
   Often people fall for “trendy fads
   designed for quick fixes”
   A decrease awareness of what has
   worked in the past
Do No Harm
When issuing change, take holistic approach.
     How is this change going to impact the whole system?
     What are the human implications?
Be Positive
     Harsh judgment can send inappropriate signal to
     employees
Often Managers forget about the whole system
or only change one facet of the business.
     Poor implementation can hurt peoples’ attitude toward
     future change
     Change will be unsupported, unsuccessful, and
     damaging.
     Can drag down momentum of other systems and
     processes
All change involve personal choice

 Managers main vision is the new
 organization change
 Off-site meetings arguing for a new change
 Communicate and formulate a memoranda
 Organization change frequently is resisted
 instead supported
 Involve a variety departments and
 employees
 Creativity help to inspire your team for the
 new organization change
The Relationship Between
Change and Performance
 No such thing as instantaneous
 transformation
 Expecting this often creates cynical
 attitudes among employees
 Change involves 2 things
    Time                            Remember learning
    Opportunity to learn             is often ineffective

So don’t expect performance improvement instantaneously
                    Give It Time
 The Relationship Between
 Change and Performance
     Good Example
                                 Practice 6 Days a Week
      Football Teams
                                For 1 Day of Performance


   Expected to perform                   Organizations
 every minute of every day
  Where is the opportunity to practice the
  new behavior ever minute of every day?
“employees, given good guidance still need to be able to mess up”
Connect change to business
Strategy
 Change should only be pursued with a clear Goal.
       People value consistency
       Frequent change without clear goals lowers
       employee morale and increases cynicism.
 Have consistent communication
       Show employees connection between personal
       effort and the ultimate business goal.
 Routinely changing structure or having poor
 communication creates problems
       Example: Microsoft
         – Change every 6 months
         – Employees only commit to short term results
         – Ongoing problems remain, commitment is weak
       “let’s just try it”
         – Little explanation
         – Upset employees
Involvement breeds commitment

 Documented and understand the main idea
 of the change
   “But it takes too long”
   Managers has to control the speed of the
   commitment
 Managers learn with the change
 Example:
   American Healthways
     CEO realized an analysis of the current organization
     structure
     CEO recommend an alternatives
     Involve employees in the analysis
Implementing changes to utilize
benefits in the future
 Implement changes in a way that
 allows an organization to be more
 cable of change in the future
 Bad Example (ERP)
 Each member should have a better
 understanding of the process
 Share in the learning so each
 member is able to better implement
 the changes on their own
Conclusion
 “Organizational change is a strategic imperative in
     today’s global and fast paced environment”

 Remember:
       Do no harm
       All change involves personal choice
       The relationship between change and performance is not
       instantaneous
       Connect change to business strategy
       Involvement breeds commitment
       Any good change effort results in increased capacity to face
       change in the future


  These are the sound principles that shouldn’t be
      forgotten in the haste of making progress.
Source
 http://gbr.pepperdine.edu/052/change.html

								
To top