change management
TRANSCRIPT
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CHANGE MANAGEME
NT
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CHANGEORGANIZATIONAL
CHANGECHANGE
IN STRUCTURE
CHANGE IN
PROCESS
CHANGE IN
TECHNOLOGY
CHANGE IN
PEOPLE
CHANGE IN
CUSTOMERS
CONCLUSION
CHANGE IN
CULTURE
MANAGING
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PRESENTED BY:
Rida Nazakat (G.L.) 12Asma Nasir 05Wardah Hameed 21Sehar 25Saadia Khaleel 27Nida Malik 32Madiha Fareed 33
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CHANGE ?
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Funny ad
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WHY CHANGE?Change for the Better!Change for new breakthroughs.Change for continual improvement.Change to eliminate further errors.Change to reenergize.Change is the journey of excellence.Change because YOU want to change.
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RESISTANCE TO CHANGE
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REACTIONS TO CHANGEStage
1Stage
2Stage 3
Stage 4
Stage 5
Shock
Angry
Denial
Acceptance
Challenge
http://www.sabrehq.com/team_building_articles/change-reactions.htm
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ARE YOU A CARROT OR AN EGG ON A COFFEE BEAN?
http://automaticlifestyle.com/208/reaction-to-change-are-you-a-carrot-an-egg-or-a-coffee-bean/
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“It is not the strongest of the species that survives, nor the
most intelligent that survives. It is the one that is the most
adaptable to change.”
Charles Darwin [1809 – 1882]
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video
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MOTIVATING CHANGE AT JOHNSON VILLE SAUSAGE
Nilanjan Sengupta, Mousumi S. Bhattacharya and R.N. Sengupta, Managing Change in organizations, New Delhi,
Princeton Hall of India Pvt Limited
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ORGANIZATIONAL
CHANGE
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FACTORS IN ORGANIZATIONAL CHANGE
Structure
ProcessPeople
Technology
CultureCustomer
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Motivational video
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MANAGING STRUCTURAL CHANGES
Wardah Hameed
Roll No. 21
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RESTRUCTURING
“Restructuring is the corporate management term for the act of reorganizing the legal, ownership, operational, or other structures of a company for the purpose of making it more profitable, or better organized for its present needs “
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FACTORS DETERMINING CHANGE
IN STRUCTUREStrategy
Size
Technology
Environment
Organization Restructure
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RESTRUCTURING
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RESTRUCTURING AT NOKIA
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RESTRUCTURING AT NOKIA
maintain its leadership status achieve growth and success adapt to its dynamically changing goals and visions
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RESTRUCTURING AT NOKIA
First Wave Second Wave
2002 2003 2008
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FIRST WAVE
2002 split its mobile phone division pillar into nine separate business centers based on geography
2003 divided the company into four divisions
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Customer and marker operations
Technology Platforms
NetworksEnterprisesolutionsMultimedia
Mobilephones
NOKIA ORGANIZATIONAL STRUCTURE (2003-
2008)
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The First Wave Loses Steam Second wave of
restructuring
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Second Wave
Nokia restructured itself into three main functional groups:
1- Markets 2- Devices 3- Software & Services
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Group Executive Board
Corporate FunctionsCorporate Development Office
Services &
Software
Devices
Markets
NokiaSiemensNetwork
NAVTEQ
NOKIA’S NEW STRUCTURE
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RESTRUCTURING OF EIGHT MAJOR ORGANIZATIONS
1- Pakistan International Airlines2- Pakistan Steel Mills3- Pakistan Electric Power Company4- Pakistan Railways5- National Highway Authority6- Pakistan Agricultural Storage and Services
Cooperation7- Trading Corporation of Pakistan 8- Utility Stores Corporation
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Restructuring Challenges & Opportunities
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PROCESS REENGINEERING
Seher Khushi Muhammad
Roll No. 25
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WHAT IS BPR?
Reengineering is the fundamental rethinking and redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
(Hammer & Champy, 1993)
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BPR IS NOT?
BPR may sometimes be mistaken for the following tools:
• Automation• Downsizing• Outsourcing
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BPR VERSUS PROCESS SIMPLIFICATION
Process Re-engineering
• Radical Transformation• Vision-Led• Change Attitudes & Behaviors• Director-Led• Limited Number of Initiatives
Process Simplification
• Incremental Change• Process-Led• Assume Attitudes & Behaviors• Management-Led• Various Simultaneous Projects
(Source Coulson-Thomas, 1992)
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BPR VERSUS CONTINUOUS
IMPROVEMENT
Process Re-engineering
• Radical Transformation• People & Technology Focus• High Investment• Rebuild• Champion Driven
Continuous Improvement
• Incremental Change• People Focus• Low Investment• Improve Existing• Work Unit Driven
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WHY REENGINEER?Customers
– Demanding– Sophistication– Changing Needs
Competition– Local– Global
Change– Technology– Customer Preferences
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Select The Process & Appoint Process Team
Understand The Current Process
Develop & Communicate Vision Of Improved Process
Identify Action Plan
Execute Plan
IMPLEMENTING A BPR STRATEGY
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SELECT THE PROCESS & APPOINT PROCESS TEAM
Two Crucial Tasks
– Select The Process to be Reengineered
– Appoint the Process Team to Lead the Reengineering Initiative
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UNDERSTAND THE CURRENT PROCESS
• Develop a Process Overview• Clearly define the process • Set business and customer
measurements • Document the Process
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DEVELOP & COMMUNICATE VISION
OF IMPROVED PROCESS• Communicate with all employees so
that they are aware of the vision of the future
• Demonstrate assurance that the BPR initiative is both necessary and properly managed
• Tackle any actions that need resolution
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IDENTIFY ACTION PLAN
• Develop an Improvement Plan
• Appoint Process Owners
• Simplify the Process to Reduce Process Time
• Up-grade Equipment
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EXECUTE PLAN
• Qualify/certify the process• Define and eliminate process
problems• Benchmark the process
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INFORMATION TECHNOLOGY & BPR
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COMMON PROBLEMS WITH BPR
• Process under review too big or too small
• The Costs of the Change Seem Too Large
• Allocation of Resources• Poor Timing and Planning• Keeping the Team and Organization
on Target
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THE LEARNING ORGANIZATION
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THE LEARNING ORGANIZATION
An organization in which everyone is engaged in identifying and solving
problems, enabling the organization to continuously experiment, improve,
and increase its capability.
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Characteristics of a Learning
Organization
Exhibit 5.11
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Evolution of the Learning Organization
1. Traditional Organization
Top managers maintain central control of actions and strategy
Employees
Top
Managers
Power to
Influence
Strategic
Direction
Employees
Power to Influence Work
Flow Decisions and Actions
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Evolution of the Learning Organization
1. Traditional Organization
Top managers maintain central control of actions and strategy
Employees
Top
Managers
Power to
Influence
Strategic
Direction
Employees
Power to Influence Work
Flow Decisions and Actions
2.Horizontal/Network
Organization Teams with empoweredemployees responsible for quality
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Evolution of the Learning Organization
1. Traditional Organization
Top managers maintain central control of actions and strategy
Employees
Top
Managers
Power to
Influence
Strategic
Direction
Employees
Power to Influence Work
Flow Decisions and Actions
2.Horizontal/Network
Organization Teams with empoweredemployees responsible for quality
3. Learning Organization• Employees see big picture and have all information.• Formulate emergent strategy and responsible forcustomer satisfaction
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Shared Vision
Team Learning
Mental Models
Personal Mastery
Systems Thinking
PETER SENGE’S FIVE DISCIPLINES
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INHIBITORS TO BECOMING A
LEARNING ORGANISATION
• Short term fixes rather than long-term solutions
• Reluctance to train (or invest in training)
• Too many hidden personal agendas• Tension between top-down order and
bottom up anarchy
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MANAGING TECHNOLOGICAL
CHANGES
Madiha Fareed
Roll No. 33
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TECHNOLOGICAL CHANGE
•Modification of existing tools•Introduction of new equipments•Internet based dealings•Automation•From books to laptops
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Innovation
Technological Change
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INNOVATION
New
Acceptable
Fulfilling Needs
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INNOVATOR
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NEEDS FOR CHANGE
•Compete
•Increase Market Share
•Attract People
•Capture Markets
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NOKIA N900
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nokia N900+DrNokSnes+2
PS3 Sixaxis• Vedio
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MANAGING TECHNOLOGICAL
CHANGESMaking RELATIONS with other
businessesLeadershipCommunicationEnd user involvementTraining & EducationCost for maintenance
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RELATIONS WITH OTHERS
Sony Ericsson
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LEADERSHIP
•Taking initiative•Cognitive ability•Networking
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COMMUNICATION
•Stakeholders•Employees•Customers
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END USER INVOLVEMENT
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TRAINING & EDUCATION
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COST FOR MAINTENANCE
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Nokia 1100 Nokia 5800
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IF NOT…???
OR
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Asma Nasir
Roll no:5
MANAGING PEOPLE THROUGH CHANGE
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PEOPLE CHANGE
“change in employees, values, norms,
attitude, beliefs and behaviors”
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TRAINING
• Knowledge– What do I need to
know?• Skill
– What do I need to do?• Attitude
– How do I feel?
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TYPES OF TRAINING
lecture audio visual, programmed instruction computer assistedetc.
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IATUL June 04
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CLIENT SATISFACTION 2002
0
1
2
3
4
5
6
7
Communication Service Quality Service Delivery Facilities &Eqip Library Staff
Pe
rfo
rma
nce
Ra
ting
(sc
ale
1-7
)
University of Wollongong Library Avg of Australian Academic Libraries
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TECHNICAL SERVICES - PROCESSING COSTS
0
200000
400000
600000
800000
1000000
1200000
1400000
1600000
1997 1998 1999 2000 2001 2002
sala
ries
and
oper
atin
g co
sts
IATUL June 04
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ORGANIZATIONAL DEVELOPMENT
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Organizational development is a planned, systematic process of change that uses behavioral science, knowledge and techniques to improve an organization’s health and effectiveness through its ability and increase learning and problem solving capabilities”
ORGANIZATIONAL DEVELOPMENT
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ORGANIZATIONAL DEVELOPMENT
Mergers/acquisitionsOrganizational decline/revitalizationConflict management
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ORGANIZATIONAL DEVELOPMENT ACTIVITIES
Team-building activitiesSurvey-feedback activitiesLarge-group interventions
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ORGANIZATIONAL CHANGE AND HUMAN
REACTION
AcceptanceResistanceIndifferenceForced Acceptance
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RESISTANCE TO CHANGE
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ORGANIZATIONAL SOURCES OF RESISTANCE
Over determinationNarrow focus of changeGroup inertiaThreatened expertiseThreatened powerResource allocation
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INDIVIDUAL SOURCES OF RESISTANCE
HabitSecurityEconomic factorsFear of unknownLack of awarenessSocial factors
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MANAGING CULTURE
Nida Malik
Roll No. 32
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CULTURE
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CULTURE
“Integrated system of learned behavior patterns that are characteristics of
members of any given society”
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DETERMINANTS OF CULTURE
CULTURE
RELIGION
LANGUAGE
VALUES&ATTITUDES
EDUCATION
MANNERS&CUSTOMS
ECONOMIC PHILOSOPHY
POLITICAL PHILOSOPHY
LAWS
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CULTURE SHOCK
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video
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CULTURAL CHANGE
Culture is not constant
It evolves over time
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CULTURAL CHANGES AROUND THE WORLD
• Use of Alcohol in Saudi Arabia and America
• KFC in Chinese market
• Women encouragement in Pakistan and US
• Employment in Japan and US
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Example:Cultural Changes In
Pakistan
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COLLECTIVISM TO INDIVIDUALISM
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BOOKS TO GUNS
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NON-DEMOCRATIC TO DEMOCRATIC
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LOYALTY TO DECEPTION
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EIDS TO BASANT
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SIMPLE TO FASHIONABLE
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?????????
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MAILEY COLLEGE TO HAILEY COLLEGE
Mailey College Hailey College
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CULTURAL CHANGES AND BUSINESS WORLD
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IMPACT OF CULTURE ON BUSINESS
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IMPACT OF CULTURE ON BUSINESS
McDonald’s in India
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IMPACT OF CULTURE ON BUSINESS
Islamic Banking
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IMPACT OF CULTURE ON BUSINESS
Channel MTV
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IMPACT OF CULTURE ON BUSINESSGeneral Motors
Nova to caribe
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IMPACT OF BUSINESS ON CULTURE
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IMPACT OF BUSINESS ON CULTURE
Mobile Phones
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IMPACT OF BUSINESS ON CULTURE
McDonald’s
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Impact of Culture On Business
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MANAGING CULTURAL CHANGE
Don’t Be An Oak Tree;
Be Like Reed
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MANAGING CULTURAL CHANGE
Well-informed FlexibilityAdaptation Employ host-country nationalsUsing different approachCadre of cosmopolitan executives
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Sadia Kaleel
Roll No. 27
MANAGING CUSTOMERS
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CRM
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PHASES OF CRM
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CUSTOMER SATISFACTION AREAS
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TRADITIONAL CRM
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SOCIAL CRM
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CASE STUDY OF SICHUAN
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ATLAS BANK IMPLEMENT CRM
SOLUTION
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REFERENCES • Nilanjan Sengupta, Mousumi S. Bhattacharya and R.N. Sengupta, Managing Change
in organizations, New Delhi, Princeton Hall of India Pvt Limited• http://www.iienet2.org/Details.aspx?id=3290• http://www.5forcesofchange.com/index.html• http://automaticlifestyle.com/208/reaction-to-change-are-you-a-carrot-an-egg-or-a-cof
fee-bean/• http://www.sabrehq.com/team_building_articles/change-reactions.htm• http://www.sabrehq.com/team_building_articles/coping-change.htm• http://www.change-management-coach.com/definition-of-change-management.html• http://searchcio.techtarget.com/sDefinition/0,,sid182_gci1373851,00.html
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