Foundations Of Senior Management

Managing People - A Broad View
Change

Managing change

Strategies

  • Directive
     
  • Expert
     
  • Negotiating
     
  • Educative or normative
     
  • Action-centred or participative
     

Large scale change

  • Learning organisation
     
    • Senge's five disciplines
       
      • Personal mastery
         
      • The creative use of mental models
         
      • Building a shared vision
         
      • Team learning
         
      • Systems thinking
         
  • Resistance to transformation
     
    • Remult
       
      • Distorted perception
         
      • Dulled motivation
         
      • Failed creative response
         
      • Political deadlocks
         
      • Action disconnects
         
  • Systems intervention Strategy (SIS)
     
    • Diagnosis
       
      • Where are you now?
         
        • Description
           
      • Where do you want to be?
         
        • Identify objectives and constraints
           
      • How will you know when you get there?
         
        • Formulate measures for your objectives
           
    • Design
       
      • How can you get there?
         
        • Generate a range of options
           
      • What will it be like?
         
        • Model options selectively
           
    • Implementation
       
      • Will you like it?
         
        • Evaluate options against measures
           
      • How can you carry it through?
         
        • Design implementation strategies
           
        • Carry through the planned changes
           
  • Organisational development (OD)


     
    • Characteristics
       
      • Broad, sustained, medium to long-term approach
         
      • It draws on findings and methods of behavioural science
         
      • It is process-orientated, rather than goal-orientated
         
      • It involves a facilitator role
         
      • It is participative
         
    • Seven stages
       
      • Agree organisational purpose/mission
         
      • Assess the outter and inner contexts
         
      • Gather data
         
      • Gain involvement
         
      • Set targets for change
         
      • Implement change and development activities
         
      • Evaluate and reinforce changes
         
        • Monitor and communicate success
           
    • Where to intervene?
       
      • Individual
         
      • Group
         
      • Inter-group
         
      • Organisation
         
    • Scope of change activities
       
      • Behaviour
         
        • What is happening now?
           
      • Structure
         
        • What is the required system?
           
      • Context
         
        • What is the setting?
           
  • Business Process Re-engineering
     
    • Seven principles

      Hammer, 1990


       
      • Organise around outcomes, not tasks
         
      • Have those who use the output of the process perform the process
         
      • Subsume information-processing work into the real work that produces the information
         
      • Treat geographically dispersed resources as though they were centralised
         
      • Link parallel activities instead of integrating their results
         
      • Put the decision point where the work is performed and build control into the process
         
      • Capture the information once and at the source
         
  • Turnarounds
     
    • Eight steps
       
      • Gain management control
         
        • The development of cach flow forecasts
           
        • Centralised control of cash and loan facilities
           
        • Expenditure controls over capital and revenue items should be immediately implemented
           
        • Inventory controls should be introduced
           
        • Debtor controls
           
        • Improved security
           
      • Establish and communicate credibility with stakeholders
         
      • Assess existing managers and replace if necessary
         
      • Evaluate the business
         
      • Action planning
         
      • Implement organisational change if appropriate
         
      • Motivate management and employees
         
      • Installation or improvement of budgetary systems
         
  • Comparison of change strategies
    » See document: a-comparisson-of-change-strategies.xls
     

Please send your comments to webmaster@churcher.com. This document was updated 17/11/98.