1. Managing Change By Bill Hennix
Leadership Training
Managing Change By
Bill Hennix
Leadership Training : Managing Change by Bill Hennix
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2. Deliberate change depends on investing appropriate amounts of resources.
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3. Mission Statement Long Term Goals Short Term Goals
Mission Statement defines the purpose of the corporation.
Long term goals should directly relate to the mission statement.
Short term goals are long term goals broken up in small parts.
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4. Corporate Mission Statement
Unit
Mission Statement
Corporate Mission Statement - Defines the purpose of the corporation
Unit Mission Statement – Defines the purpose of the Unit
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5. Mission Statements are used to communicate an corporation’s values, purpose, identity, and primary goals.
Mission statements are used to communicate a corporations values, purpose, identity, and primary goals.
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6. Long Term Goals Functional Corporate
Long term goals are designed to meet corporate mission requirements.
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7. Long term goals are directly related to mission statements
Long term goals are directly related to mission statements. Presenting clear long term goals that relate to the overall mission allows team members an opportunity to understand the corporate mission.
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8. Short Term Goals Functional Corporate
Short term goals are designed to meet long term goals and corporate mission requirements.
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9. Short term goals are directly related to long term goals
Short term goals are directly related to long term goals. They are designed to give stakeholders easy to digest goals. Small digestible goals are easier to adjust and receive buy in from all stakeholders.
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10. Equipment Training Network
Equipment , training and computer networks are key components to managing change.
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11. Equipment Managing change with outdate equipment = no change
Equipment updates , includes software and hardware are critical for implementing effective change.
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12. Training
Without proper training , change cannot be effectively managed.
Everyone must be properly trained.
When you change one function all stakeholders need training. People need to understand how the change effects the process.
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13. Network Can your network support the change.
A slow network will damage all positive initiatives for change.
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14. Advances in Technology
Innovation and advances in technology continually affect organizations and how they do
business and compete. The speed of innovation is reshaping the way we work, learn, play, and communicate. (Leban & Stone, 2008, p. 8)
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15. Transforming an Organization
Transforming an organization requires a new vision, and strategy. Transformational leaders begin by working within the existing organizations. They are required to redesign current process for future development and use. They must recreate the box. (Tichy & Devanna, 1990, p. 8)
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16. (Leban & Stone, 2008, p. 8) (Leban & Stone, 2008, p. 21)
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17. Change
Many of the existing basic assumptions about leadership and management may be ill-suited for the emerging Information Age. Your perspective on the world around you and the way in which you plan and execute your business in that world will surely determine your success. Not understanding the new emerging realities will put you at a disadvantage compared with your peers and competitors. (Clawson, 2009, p. 45)
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18. References:
Clawson, J. G. (2009). Level Three Leadership: Getting Below the Surface (4th ed.). Upper Saddle River, New Jersey: Prentice Hall.
Laban, B., & Stone, R. (2008). Managing Organizational Change (2nd ed.). Hoboken, NJ., United States: John Wiley & Sons.
Mitroff, I. I. (2004). Crisis Leadership: Planning for the Unthinkable. Hoboken, New jersey: Wiley & Sons.
Tichy, N. M., & Devanna, M. (1990). The Transformational Leader: The Key to Global Competitiveness. Hoboken, New Jersey: John Wiley & Sons.
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