managing people for effective org change

7/29/2019 Managing People for Effective Org Change

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Managing People for Effective

Organizational Change

March 26, 2011


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AGENDA

Patricks case

Leadership or, and Management

Leadership for breakthrough

Strengthen Leadership what your

organization CAN do

Strengthen Leadership- what you CAN do

Review and QuestionsTIME CONTRACT ?.....90+30mins?


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CULTURE

STRONG POSITIVE PERFORMANCEOUTCOME

STRUCTURELEADERSHIPBEHAVIOR

PROCESSES


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S

TRONGPOSITIVEPERFORMA

NCE

OUTCOM

E

Fn of dispositions:

CULTURE


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Some symptoms to watch

Increasing customer complaints if monitored

Wastage resources are not utilized optimally

People sagging morale, poor attitude to work,

People -High turnover, especially experienced andcompetent hands

People laxity and pockets of indiscipline, gossips,

grapevine


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Repeat jobs recurrent mistakes/errors - no culture ofroot cause

System weakness jobs are not clearly defined, no

clearly defined culture

Lack of commitment to organizational goals


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Managers - dont tailor styles to employee behavior weak

culture: Warlord, turf protection and silo mentality

Managers are not walking the talk nor role modelling

Corrective maintenance resulting in frequent systembreakdown

Performance Management System not working as intended


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Poor information flow hoarding, cliques, hate,sentiments

Alienation and disregard for audit process,

weak enforcements

W11FM attitude its not my call, customers

may take the brunt of poor service; Clash or

conflict of interests

Eroding public or customer confidence


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ALL ABOVE WILL INVARIABLY

LEAD TO NEGATIVE

NUMBERS..SHOWINGPERFORMANCE BELOW

POTENTIAL .. AND THE

AFTERMATH!


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HOW MANAGERS LEAD ANDMANAGE

CSL


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2 of a Kind

Leadership Management


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What you should be doing

Communicate your VMV to EVERY stakeholder

Behavior modeling lead by example

Push for job knowledge, train, coach, mentorand counsel

Diligently participate in Performance

Management System

Encourage multi tasking through proper

delegation


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What the organization must do

Provide enabling environment for managersand employeesright climate level play

ground for the managers

Ensure proper execution of PMSEnsure adequate and effective communication

channels break institutional bottle necks

Monitor proper process flow satisfactionsurveys, certifications etc

Install knowledge Management practice


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The Seven Principles

Seven recommended principles of business practices areidentifiable in the managing functions of the effective

manager:

1. Customer focus

2. People Involvement

3. System Approach to management

4. Process approach to management

5. Factual approach to decision making6. Continual improvement

7. Mutually beneficial supplier relationship


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What do Leaders DO?

Vision for change


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WHAT CHANGE ? The leadership function in any

organization has the responsibility for

anticipating, mastering and managing

change.

Where is leadership in your situation?

Leadership at all levels, in the right

quantity and quality


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The professional Manager needs to understand the needfor change in todays organizations. Change as in:

a global world , global market

consumer consumption pattern tilting towards service and value

rapid technological changes

workforce - diversity and inclusion, gender, etc

forms of government, as the world becomes more and more democratic

And so, all businesses are in a world championship in themillenium. The only permanent thing in life is CHANGE

THE NEED FOR CHANGE


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All Businesses are in a World Championship

Like it is in Sports Championships


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Trends in the Customer Environment

Because of the changing demand of customers and changingcustomer bases,the customer environment is very different

from even ten years ago.

Potential discussion question: What trend have youfelt or observed in your customer environment?


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Trends in the Customer Environment

Old Environment

Multiple competing vendors

Local markets

Purchasing based on quality and cost

Long cycle time for product development

New Environment

Long-term preferred vendors

Global markets

Purchases based on service and value

JIT supply

Total customer service


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Trends in the Financial Environment

The financial environment is a higher stakes game today.

Everyone at all levels of organizations is responsible forprofit contribution.

Potential discussion question: How has our financial

environment changed? What has been the impact of

these changes?

Where to invest ?


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Trends in the Financial Environment

Old Environment

Allowance for slack in systems

Customers insulated from financial results

National economic independence

New Environment

Leaner systems with no slack

Financial status impacts on customers

Integrated world economy

Global capital sourcing

Customer-supplier partnering --sharesbenefits


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Trends in the Workforce

The workforce today is more varied and diverse. Authority

for decision is being placed closer to the customer. By and

large, fewer people must get the work done in organizations

today.

Potential discussion question: How would you describe theworkforce today? How is it different from five years ago?

Working in Teams


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Trends in the Workforce

Old Environment

Workforce generally traditional

Employees tolerant of flexible

terms of employment

Independent job activities

Managerial hierarchy

New Environment

Workforce increasingly diverse

Employees demanding flexible terms

of employment

Interrelated jobs and activities

Fewer managers, flatter organisations

Empowerment demands more

responsibility

More contract help


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CRITICAL QUALITIES TO ACQUIRE

Managers must demonstrate three critical qualities to guaranteesuccess at leadership anywhere:

Vision

Initiative

Innovation

But something could help or inhibit the development of each ofthese elements in the individual or organization.

That name is PARADIGM


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The paradigm Effect

Paradigm defined

A set of rules that defines boundaries and tells us how to be successfulwithin those boundaries.

Key issues

The old way - it s not possible!

The new way - nothing is impossible!

If paradigm shifts, its back to zero!

Speed of change confronting us...

Paradigm ProactivityUnderstand your own paradigm,

Always concentrate outside your own paradigms,

Recognise paradigm obsolescence,

Avoid paradigm paralysis.


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The paradigm Effect

Paradigm pioneers-

Usually outsiders

Ready to act fast and take the leap of faith

What is the one thing that you believe to

be impossible, but if it happened, wouldfundamentally change the business you

are in?


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PARADIGM

Paradigms are good because they show uswhat to do to be successful in whatever

situation.

But paradigms have a shelf life beyond which

they become obsolete.

Recognition of your paradigm prepares you to

undertake a CHANGE at the appropriate time.

Change brings about continual improvement


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PARADIGM

Obsolete paradigms blind us to opportunities

around us, when we stick to doing things the old

way all the time.

Paradigm paralysis should be avoided.To be proactive, always concentrate outside

your own paradigms. Dont stay in the box. Get

out of the box.

Stereotyping and mind sets are typical paradigm

problems.

Th I ibl D


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The Impossible Dream

What you consider unthinkable

What may be possible

What is expected

Business

Process

Organisations are moving toward

Total Quality when they begin to

set stretch goals for themselves

and then start achieving them!

-Bob Eller, July 1991


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BLINDED BY THEIR PARADIGMS

Thomas Watson - Chairman, IBM (1943)

I think there is a world market for about five computers

Margaret Thatcher (1972)

I dont believe there will be a woman Prime Minister in my life

time

Ken Olson, President, Digital Equipment Corporation

(1977)

There is no reason for any individual to have a computer in their

home


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LETS CHECK TODAY!

WHO, National Governments including Nigeria, (2007)

AIDS is an incurable disease

Public Opinion, 2007

A woman president is not feasible for Nigeria (USA)

Public Opinion, 2007

Corruption will always be part of business in Nigeria


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THE JAPANESE EXAMPLE

Choose a qualitative word forMADE IN JAPAN:

1960 1990


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PARADIGM CHECK

What is the one thing you believe to be impossible, but

if it happens, would fundamentally change the business

you are in?

The Business of Paradigms

by Joel Barker


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LEADERSHIP: VISION, MISSION, VALUES

VISION - What we want to become

Companys long range goal to best serve customers.

Short, inspiring, qualitative statement.

Valid for a specific term.

MISSION - What we are

Companys reason for being

It is value added

VALUES - What we believe in Companys principles that guide all action

Help measure the rightness of vision


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VALUES - elements of:

Technology

People

Environment

Stakeholders

Customer

Ethics


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VISION - Note.

Mission can stay but not so Vision. Organisations that

operate at the edge of their paradigm easily change their

visions in the process.

J. F. Kennedy (1963)

America will put a man on the moon and bring him back at the

end of this decade...

JFK died shortly after but the vision happened in 1969.


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Vision should not be expressed in numbers, i.e., P+L,

ROCE, etc. improved results are a consequence of

positive Vision achieved.

Values help measure rightness of vision and

direction

Vision without action is merely a dream; action

without Vision just passes the time;Vision with action can change the world.


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The prevailing culture in an organisation canfacilitate the success of reform orfrustrate

it as a whole. Culture in the work context is

a particular form or stage of work life. Thereare two major constituents of organizational

cultureClimate and Managerial styles.


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Simply stated, Climate is the atmosphere of

the workplace. It is the mixture of feelings,

perceptions, norms, values, policies and

procedures that summarize the way things

are done here. Individual managers like you

are responsible for the climate operating in

your immediate environment i.e. with your immediate staff. Good

climate, bad climate.


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BREAKTHROUGH CULTURE Outstanding managers achieve excellence through

creating breakthroughs and turning every breakthrough

into a norm.

Organisations that record frequent breakthroughs are

paradigm shifters.

Through their paradigm proactivity, these organisations

move faster to their VISIONS.

Break through culture exists only where the

organisational culture and climate are right.


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CLIMATE

CLIMATE - the atmosphere of the work place

or

the mixture of feelings, perceptions, norms,

values, policies and procedures that

summarisesthe way we do things here.


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CLIMATEIt has been established that climate has adirect influence on performance.

It also differentiates one workplace fromanother.

The climate in a workplace influencesindividual motivation and behavior on the job.

Therefore, it can have a positive or negativeinfluence on results.


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Climate can be described and measured:

Conformity-

Is there too much red tape? Is red tape interfering with task

accomplishment?

Is innovation encouraged here?Responsibility -

Are important tasks delegated to

subordinates Can you do your job without constant

monitoring


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Standards -

Do you have challenging but attainable goals?

Is mediocrity tolerated?

Rewards -

Do rewards outweigh punishments?

Are rewards linked to performance?

Clarity - Do people know what is expected of them?

Do people understand the big picture?

Team spirit - Do individuals cooperate?

Are there feelings of trust and pride?


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CLIMATE

Climate, as in organisational culture, is important to Reforms

because:

It has a direct influence on peoples performance.

It differentiates one work place from another.

It can be described, measured, influenced.

It influences the behaviour and motivation of individuals

working for you.

It could impact positively or negatively on reforms and

results.


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One major influence on the climate of the workplace

is the predom inant manager ial sty leof individual

managers.Definition -

The behavior a manager uses to plan, organize, motivate, and

control; the extent to which he/she:

Listens,

Sets goals and standards,

Develops action plans (short - and long - range),

Directs others clearly,

Gives feedback,

Rewards and punishes,

Establishes personal relationships with subordinates

Each behavior can be placed on a continuum from:

a lot very little

Managerial style


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Managerial Styles:

Coercive - Do it the way I tell you

Authoritative - Firm but fair

Affiliative - People first, task second

DemocraticParticipative

Pace-setting - Do it myself

Coaching - Developmental


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Best

There is no: Right Style

Wrong

The appropriate style will be influenced by:

1. Task (Complex / Simple)

2. People (Mature / Immature)

3. Situation( Crises / Routine)

Managerial Styles


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Prevent maximum

Success

Authoritative

Democratic

Coaching

Enhance Maximum

success

Coercive

Pace-setting

Affiliative

What help for Reforms?

MANAGERIAL STYLES-

Reforms flourish very well with somemanagerial styles, while a few other styles in fact

impede the growth of reforms in the organization


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HIGH 100

MEDIUM 50

LOW 0

*

*

**

*

*

What is it like to work in the two climates?HIGH 100

MEDIUM 50

LOW 0 *** **

* Firm A

Firm B

Group Exercise - Books closed


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What is the impact of the 6 styles on climate?

Conformity Responsibility Standards Rewards ClarityTeam-Spirit

Co

ercive

- - +/- - +/- -

Authoritative

+ + + + + +

Affiliative - - - +/- - +/-

Democratic

+/- + - - +/- +

Pace

setting

- - +/- - - -

Coachin

g+ + + + + +


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Conclusion

Thank You


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QUESTIONS

managing people for effective org change

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