Executing the Systems of

Effective Change

HRM445-1202B-07 Organizational ChangePhase 5 Individual Project

Sabrina MergenthalerColorado Technical UniversityProfessor Felicia Bridgewater

June 25, 2012

Introducing the Company

Banfield• Established in 1955

--Dr. Warren J. Wegert

• Values--Improved quality of service to pet owners

--Affordable care options--Optimum care for pets

--Friendly, knowledgeable staff

• Growth of a corporate giant--Loss of values

--Focus on financial growth--Destruction of trust

--Increase in disastrous competition--Rapid turn-over rate

Models of Change

7-S Framework of McKinsey

a tool for managerial analysis

and action that provides a structure with

which to consider a company as a whole, so that

the organization's problems may be diagnosed and a strategy may be developed and implemented.

8-Step Approach of

Kotter

-Establish the need for urgency

-Ensure there is a powerful change group to guide the change

-Develop a vision-Communicate the

vision-Empower the

staffEnsure there are

short-term wins

-Consolidate gains-Embed the

change in the culture

The 3 C’s Model

A strategic triangular approach

developed by the Japanese

which encompasses

the consumer, company, and competition in

order to identify and facilitate

making changing

Maintain

Apply

Educate

Plan

Analyze

The 7S Framework of McKinsey

8-Step Approach of Kotter

The 3C Model

Collecting Data

Methods of Data Collection• Questionnaires

-Pros-Cons

• Interviews-Pros-Cons

• Observation-Pros-Cons

• Use more than one

Diagnosing the Organizational Climate

What is Organizational Climate?• Work environment

• Effects on morale, motivation, productivity• Employee mental states

Methods of Determination• Survey

Improving Climate• Aligning goals

Building Plans by Applying Goals

Goals are Important• Goals determine success

• Set specific goals• Goals should be challenging

Producing effective goals• Individualize and divisionalize• Vertical Alignment and Horizontal

Alignment• SMART Criteria• Corresponding goals

The Corporate Reputation Quotient

Factor Score Overall ScoreNotes

         •Emotional Appeal      

                       - good feeling about the company    

                       - admire and respect the company    

                       - trust the company      

                                  

                       •Products and Services      

             Notes

- company believes in its products and services  

                       - company offers high quality products and services

                       - develops innovative products and services  

                       - offers products and services that are good value

                                  

                       •Vision and Leadership      

             Notes

- has excellent leadership                             

- has a clear vision for the future                           

- recognizes and takes advantage of market opportunities

                                  

                       •Workplace Environment      

             Notes

- is well managed                               

- appears to be a good company to work for                         

- appears to have good employees                           

                                  

•Financial Performance                   

Notes

- history of profitability                             

- appears a low risk investment                           

- strong prospects for future growth                           

- tends to outperform its competitors    

                                  

                       •Social Responsibility      

             Notes

- supports good causes                             

- environmentally responsible                           

- treats people well                             

The Power of Feedback

Feedback Delivery• Must swing both ways

• Must convey messages appropriately• Must understand the needs and desires of members involved

• Know the audience

The Use of Imagery• Develop stories

• Use employees as characters• Create unity and purpose

Appreciative Inquiry• Emphasize positivity

• Define qualities & strengths• Present in positive manner

Encountering Resistance

Overcoming Resistance to Change

References

Barnes, M. (2010). Why It’s Easier to Destroy than Change an Organization-New Home Sales Training. Myers Barnes Associates. Retrieved from http://www.myersbarnes.com/blog/2010/02/why-its-easier-to-destroy-than-change-an-organization-new-home-sales-training/

Clegg, S., Kornberger, M. and Pitsis, T. (2011). Managing and Organizations, Third Edition. Thousand Oaks, California: SAGE Publications, Ltd.

Issues in Organizational Change. (n.d.). M.U.S.E. Organizational Change. Colorado Technical University. Retrieved from http://coursebuildercontent.careeredonline.com/Assets/30000/22973.pdf

Waterman, R.H., Peters, T.J., and Phillips, J.R. (1980). Structure is Not Organization. McKinsey Quarterly. New York City, New York: McKinsey & Co.

3Cs Model of Ohmae. (n.d.). 12manage. Retrieved from http://www.12manage.com/methods_3C's.html

Corporate Reputation Quotient. (n.d.). 12manage. Retrieved from http://www.12manage.com/methods_corporate_reputation_quotient.html

Harvard Mentor Manage. (n.d.). Goal Setting: Goal Alignment. Retrieved from http://www.g4sleader.lmmattersonline.com/courses/HMM10%20Courseware/goal_setting/goal_alignment.html

Robbins, S. & Judge, T. (2010). Essentials of Organizational Behavior: Tenth Edition. New Jersey:Prentice Hall.

U.S. Fire Administration. (n.d.). Assessing the organizational climate Of the Iowa City Fire Department. Retrieved from www.usfa.dhs.gov/pdf/efop/efo30844.pdf

Collaborative Change Management. (n.d.).Interactive Associates. Retrieved from http://www.interactionassociates.com/services/collaborative-change-management