Mind change Role change and future change. Warm up exercise Grouping High grade Low grade.

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Presentation transcript:

Mind change Role change and future change

Warm up exercise Grouping High grade Low grade

Mind change

Question

HOW MANY 6 ?

What do you see?

Role change ICU question

Future change Vision Resources Personalities Blue Ocean Flat world

My change Radio DJ EMBA student TV host Media trainer Motivation speaker Team builder NLP practitioner Book writer Sleep Cursory reading Memory technique

Your change

From part 1 to part 2 Take action But how?

Leader of this century Vision F.. C.. X..

Communicate your vision + - X ÷

+ Know your existing method + 1 means + 1 angle + 1 sense

_ Set your goals Cut your goals

X Find out your past glory Find out the model

÷ Find out the best acceptable way

Vision alignment 7s Shared value Skills Staff Structure Strategy Style system

Structure Strategy Skills Shared Values ( culture ) Systems Style Staff The McKinsey 7-S Framework

Target alignment Buddy Set own target Smart Specific Measurable Aspiring Realistic Time-limit

KEY CONCERNS IN STRATEGIC MANAGEMENT How do we behave? culture & conduct Where are we now? Why do we exist as an organisation? Where do we want to be? What do we want to achieve? Are we there yet? Are we successful? How will we get “there”?

Key dimensions of change Objective---why? Content----what? Process----how? Context ----where?

CONTENT – WHAT CHANGE IS NEEDED? adapting the McKinsey 7S framework Strategy Structure & Systems Knowledge & Skills Shared values & (mgmt) style Extent of Planned Ideal Current Change Actions

TQM versus BPR Total Quality Management (TQM) was developed in the 1940s. It aims to improve the quality of manufacturing and service. It focuses on obtaining continuous feedback to make improvements incrementally and gradually refining existing processes over the long term. Business Process Re-engineering (BPR) became popular after publication of an HBR article in 1990 and the book "Reengineering the Corporation” in It aims to improve business performance dramatically by radically rethinking the goals of an organization and redesigning work and business processes from the ground up rather than simply using IT to automate existing tasks and functions.

METHODS TO DEAL WITH RESISTANCE TO CHANGE based on Kotter & Schlesinger (1979) HBR Approach Key Action Pros & Cons Education + Explain the need for Better understanding Communication and logic of change but time-consuming Participation + Democratic planning More commitment Involvement & design of change but time for consensus Manipulation + Political allocation May impair change + Cooptation of change process roles lower morale Facilitation + Offer to retrain and Builds morale but $$$; Support assist those affected Can still fail Negotiation + Negotiate with Others may then put a Agreement key resisters price on compliance Explicit/implicit Threaten negative Can anger people + Coercion consequences (job loss) really lower morale