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APPROACH MANAGING

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APPROACH MANAGING Powered By Docstoc
					IDENTIFY WHAT APPROACH TO MANAGING RESISTANCES YOU RECOMMEND
& PROVIDE A CLEAR JUSTIFICATION FOR YOUR CHOICE

                           SITUATIONAL APPROACH ( Domain)

    A Harvard Business Review article by Kotter & Schlesinger provides the “classic”
prescription on managing resistance to change. Managing resistance depend on factors &
focus on specific aspect of change process. They proposed six methods for managing
resistance but to align with the case study given, only five methods can be used:

   (1)   Education & Communication
   -     Most common way timing the best to initiate intervention before hand
   -     Lack of info & analysis ( misinformation – implication of change)
   -     Related with the case given, it help employees see logic the change effort & reduce
         rumors about effect of change, for example , setup a KPI index & target to measure
         performance of every workers, meaning only terminate the staff that not achieved
         target, not perform enough & have discipline nary problem

   (2) Participation & Involvement
   - All info need to design change but approach quite time consuming
   - Involve resistors in the process of change ( designing, implementation & decision
       making)
   - Related with the case given, staff feel more confident & committed to make change
       happen ( more productive ) after the management decide to appoint a spoke person,
       meaning involve head of CGT union – Jean Paul ( influence & inform clear picture &
       accurate information regarding the change.

   (3)   Facilitation & Support
   -     In term of being supportive as manager
   -     Occurs when people felt uncertainty & dislike of change
   -     Offers resources such as technical (training) & emotional support (motivation)
   -     Related with the case given, workers are fear & angry that they can’t make the needed
         adjustment & claim that it was a provocation when the management put Danone’s
         new product but actually the management wanted to give a motivation that can
         enhance productivity ( more output produce – work harder & efficiency than before)

   (4) Negotiation & Agreement
   - Incentive for active @ potential resistor especially person that lose something due to
       the change
   - Related with the case given, resistor is in strong position about 93% of total workers
       were involved, meaning that appropriate to those who will lose something due to
       change ( estimated 15% of worker that will be fired)

   (5) Manipulation & Cooptation
   - When manager no other alternative , not enough time to educate / involve / support
       & no resources to negotiate with
   - Related with the case given, head of CGT (Jean-Paul) can be appointed as key roles to
       influence in the change process.
                   THOUGHT SELF-LEADERSHIP (TSL) APPROACH

       TSL is used to influence perceptions of individual that can make the way react to the
change & also to teach leaders more understanding about the change & helps they to
influence the staff. People perception to focus on how people respond to the change by
influencing through this 3 process@ elements :

       (1) Belief & Assumption

   -   represent individual beliefs & dysfunctional thinking( put on negative point of view
       & change to positive side)
   -   in this case, the management will appoint a spoke person, in this case, the head of
       CGT can be appointed because he can influence the followers & union member to
       make things clear ( correct information & not depend on rumours )

       (2) Self – Talk

   -   Internal dialogue (emotional / behaviour)
   -   Focus more on task, self- evaluation & perspective thinking & higher level of
       awareness ( teambuilding & counselling)
   -   in this case, company can decide only terminate worker that have not perform &
       discipline nary problem ( actual number of retrenchment may not 15% of the staff,
       however depending on the performance, maybe more or maybe less) indirectly can
       develop more positive perception of change

       (3) Mental Imagery

   -   Imagining of successful task completion, more positive value
   -   in this case, can change mindset from negative to positive point of view ( the CGT
       members)

       With this elements, it will creates Thought Pattern @ Habitual Thoughts meaning
   give impact person that can respond to change in 2 ways, one way by performing
   opportunity thinking (learn new things & enhance competency) and another one by
   creating obstacle thinking (more negative value such as de motivation)

				
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posted:10/20/2010
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