Date post: | 03-Jan-2016 |
Category: |
Documents |
Upload: | hugh-george |
View: | 217 times |
Download: | 0 times |
Case 2: The Human Perspective
Presented by:Group 14
Justin Abraham, 91913Linus Blomkvist, 21326Valerie Clarberg, 21350Annie Li, 21061Colette Li, 21339Henrik Tengvall, 21324
Agenda
Problems and Causes
Short-term Strategy
Long-term Strategy
Risks
Executive summary
Problems and RootsConfusion about the company’s goals, conflicting management styles, chronic lack of communication, and low faith in management resulting from a poor long-term vision and lack in management skills.
Short-Term StrategySeveral group and individual meetings are suggested to establish communication, unison, a long-term vision and a new set of objectives
Long-Term StrategyA change in organizational and communication structure, including more communication from the President, paired with courses for upper managers are suggested to continue on with the short-term strategy
RisksShort-term risks include a lingering doubt and crippling indecisiveness. Long-term risks include costs, a reluctance to go along with change, difficulty in measuring success, and over-politicalization of the organization.
Executive Summary
Agenda
Problems and Causes
Short-term Strategy
Long-term Strategy
Risks
Executive summary
Lack of manageme
nt skills
Lack of clarity
related to organisational structure
No vision
Confusion about the company's
goals
Conflicting Management styles
Bad communicati
on
Poor decision making
policy and decision
unmaking
Cronyism
Lack of
trust
The top managers have ”outgrown whatever managerials skills” they had as the company grew. Moreover a clear and structured vision for the company was never clearly designed or at least updated. These two issues triggered the
numerous problems that have been established, which led to a lack of trust and communication within the organisation. Wthout these factors there can be no
motivation and no coordination, meaning poor results.
Root Causes of Problems
What Went Wrong…
•Brennan’s optimism concerning the top managers’ will and capacity to improve
•Lost credibility
•Eliminated whatever hope middle managers’ had begun to build.
•Arrival of officers enhanced the cynicism and dishonesty.
Underlying Problems
•Not all managers had a prior knowledge about the Newport meeting
•Confusion concerning the present meeting and its purpose
•Prejudice against Brennan due to previous experience with consultants
•No honest expressions
What happened at the meeting?Prejudiced assumptions versus optimism led to a failed meeting
Agenda
Problems and Causes
Short-term Strategy
Long-term Strategy
Risks
Executive summary
Making an Impact: Goals
Establish urgency
Goals How?
Set a Timeline
Create a Coalition Dialogue Map
Develop a Vision Matrix Organizational Structure
Communicate VisionSpeeches from President Larry
Campbell
Empower Staff to Act Management Courses
Set Goals
Short-term Long-term
Full Meeting (All Management)
Analyze all meetings, develop long-term
vision
Mediation Meetings
One-on-One Meetings
Goals Timeline Week 1 Week 3 Week 4Week 2
Timeline
Full Meeting
Mediation meetings
One-on-one meetings
Week1 Week 2 Week 3 Week 4
Set goals for the project’s overall
aim
Goals Timeline Week 1 Week 3 Week 4Week 2
Week 1 Goal:
Clarify the objectives and the process of this project
Week 1 Objective:
Arrange a big meeting with all the managers and the president (11 Nov)
Week 1: Set goals for the project’s overall aim
Objective settings:
1. Aim : A statement of the project’s overall goal2. Objectives : It should be well defined and realistic3. Actions : A plan4. Outcomes : Describe the result
Goals Timeline Week 1 Week 3 Week 4Week 2
Aim:
• Convince the middle managers the top managers are serious about
improving their working methods
• Stimulate the middle managers to participate in implementing changes
Week 2: Mediation meetings
Goals Timeline Week 1 Week 3 Week 4Week 2
Week 2 Goal:
Clear the air with the middle managers
Week 2 Objective:
Brennan arranges group meetings with each division (14-16 November)
In This Meeting:
Remove the bedrock assumptions by asking:
Why are you assuming that some people in the top management will not change?
Do you think there’s a solution to this challenge? If not, why?
Compile the answers and observations (17-18 November):
What are the attitudes in each divison?
Try to construct a cause and effect plan of the assumptions stated by the managers
Brainstorm ways of controlling the causes in order to monitor the effects
Plan the next meeting
Aim : Increase open mindedness and creativity
Compile the answers and observations (24-25 November):
Are there any attitude changes?
Compare the meeting with the last one
Analyse the result of the team skills exercise
Week 3: Mediation meetings
Goals Timeline Week 1 Week 3 Week 4Week 2
Week 3 Goal:
Reduce the hierarchy and improve teamwork
Week 3 Objective:
Talk in groups again but with a top manager and the president included (21-23 November)
In This Meeting:
Create a good atmosphere – Sit in a circle, don’t place the top manager and the president next to each other
Let the middle managers discuss openly about the issues with the top manager and president, encourage confrontation
Discuss about the effort that each of them will contribute in order to change
Do a team skill exercise (Belbine)
Aim : Build trust and relations, increase the transparency and improve the working relations
Week 4: One-on-One meetings
Goals Timeline Week 1 Week 3 Week 4Week 2
Compile the answers and observations (30 Nov. – 3 Dec.)
Give the collected data to top managers and president. The dominant ideas and views will be taken into account by top managers when deciding upon a new vision.
Week 4 Goal:
Solve personal problems in management
Week 4 Objective:
Individual meetings with the middle managers (28 – 30 November)
In This Meeting:Empower the managers with Outcome-frame thinking by asking:
What is your vision for this company?
What kind of contribution can you offer in order to improve the company?
Aim : Engage and motivate middle management
Make them feel part of the change and the new vision
Agenda
Problems and Causes
Short-term Strategy
Long-term Strategy
Risks
Executive summary
Making an Impact: Goals
Establish urgency
Goals How?
Set a Timeline
Create a Coalition Dialogue Map
Develop a Vision Matrix Organizational Structure
Communicate VisionSpeeches from President Larry
Campbell
Empower Staff to Act Management Courses
Set Goals
Short-term Long-term
Full Meeting (All Management)
Analyze all meetings, develop long-term
vision
Mediation Meetings
One-on-One Meetings
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Establish Urgency: Timeline
Matrix Organizational
Structure
Management Courses
President Speeches
6 Months 12 Months 18 Months 24 Months
Customer Service & Marketing
Engineering & Manufacturing
Dialogue Map
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Create a Coalition: Dialogue Map
What? A dialogue map is a tool that will establish dialogue in an informal setting that allows people to communicate more effectively and solve problems
Why? This tool is needed to solve lasting communication problems and to manage the change into a new organizational structure
Who? All middle managers working alongside a consultant
When? After all the short-term goals have been accomplished
Benefits
• Creates a culture of communication
• Establishes teamwork
• Lays groundwork for change into matrix organizational structure
• Allows self-reflection and reflection of others creating more effective employees
Goals TimelineDialogue
Map
Matrix Organizational
Structure
Presidential Speeches
Management Courses
Create a Coalition: Dialogue Map
1. Create a group
2. Set Objectives and Time Frame
3. Develop objective for each area of map
4. Test with Pilot Group
5. Revise and Draft Map
6. Implement
All Middle Managers
Objective: stimulate interdepartmental communicationTimeline: Starting as soon as possible, continuously
updating
Areas of map: dissatisfaction, satisfaction, complaints, complements, future plans, etc.
See how pilot group responds to questions. Test for team building and communication increases
Change any areas that were not effective in stimulating communication and team building
Run dialogue map with all middle managers to stimulate communication and team building
Goals TimelineDialogue
Map
Matrix Organizational
Structure
Presidential Speeches
Management Courses
Sample Dialogue Map
Satisfaction and Dissatisfaction (25 mins):
•What are you satisfied/dissatisfied with at work?
•What makes you happy/unhappy in a team setting?
Complaints and Complements (30 mins):
•What are your team members weaknesses?
•What are your team members strengths?
Future Plans (30 Mins)
•Where do you see yourself in five years?
•Where would you like to see the company in five years?
Situational Questions (45 mins)
• If you are under a lot of stress how do you react?
• How do you act when faced with a deadline?
Goals TimelineDialogue
Map
Matrix Organizational
Structure
Presidential Speeches
Management Courses
Develop a Vision: Matrix Organizational Structure
What? A Matrix Organizational structure consists of teams built from all areas of the organization
Why? This structure is often used by organizations to dispel communication problems, bridge the gap between departments and deal with intricate problems
Who?Needs to be implemented first by President Larry Campbell, followed by upper
management and personnel manager H. Wheeler, who will organize the teams and final structure with consultants
When? After dialogue maps have been completed with all middle managers, should start in the next 12 months
Benefits
•Recognizes the real life complexity of the business environment
•Brings departments together by eliminating the pillars in the current structure
•Increases communication and innovation
•More effective at solving problems and accomplishing goals
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Sample Matrix Organizational Structure
Team 1T. Sisco Manager, Customer Service
Customer Service
D. GrayData
Processing Manager
R. GibleyMaterials Manager
M. LustMarketing
L. Owens Engineering
Manager
Finance Manufacturing Marketing Engineering
Team 2B. Fowler Vice President,
Marketing
Marketing
N. HanzenEngineering
Manager, Food Processing
P. PattisonPeripheral Products Manager
M. Pestronk, Controller
S. Wright Software Supplies Manager
Engineering Manufacturing FinanceCustomer Service
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Communicate Vision: Presidential Speeches
What? A speech every six months to all employees by President Larry Campbell discussing vision, goals and the company
Why? Speeches will allow a united vision in the corporation, and allow the President to get crucial points across to everyone
Who? Needs to posted through memos by all managers to their employees notifying them of the time and date, Larry Campbell needs to organize speech notes
When? One within the next month expressing confidence in top management, then one every six months afterwards to communicate important things
Benefits
• Employees will listen and be inspired by the visions presented by the head of the company
• Can be used to unite the company and start channels of communication between departments
• Can build faith in upper management by vouching for them publically
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Empower Staff to Act: Management Courses
What? Specialized management courses at a well known university for upper managers
Why? Courses will increase manager credibility and effectiveness, thus increasing the faith of lower level managers in upper management
Who? The four upper managers without recent training: Bob Fowler, Tom Sisco, Scott Palmer and Walter Jackson
When? Since credibility is lowest with Bob Fowler and Tom Sisco, they will go first, followed by Scott Palmer and Walter Jackson
Benefits
• Increases credibility and faith in upper management
• Makes upper management more effective at decision making
• Will allow for better vision and ideas from upper management
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Long Run Problems
Interdepartmental Communication
Lack of faith in Management
Long Run Solutions
Matrix Organizational
Structure
Management Courses
President’s Speeches
Dialogue Map
Long Run Summary
Goals Timeline Dialogue MapMatrix
Organizational Structure
Presidential Speeches
Management Courses
Agenda
Problems and Causes
Short-term Strategy
Long-term Strategy
Risks
Executive summary
Analyzing Risks: Short-Term
• Even with a great effort it is possible that the scepticism amongst middle managers will not cease
• Top managers may not improve in attitude and working methods
• Indecisiveness when establishing a long-term vision to follow. An absence of vision would leave no basis for objectives. Without objectives it is difficult to set directions...
thus preventing any further progress within the organisation
Analyzing Risks: Long-Term
Presidential Speeches:• Hard to find a venue
• May be perceived as overly political
• President needs to become more vision-oriented to effectively communicate vision
Dialogue Map:
• Quite costly to implement with consultants
• Will take lots of people-hours to complete map with all managers
• Hard to measure success
Matrix Organizational Structure:
• Takes a long time to implement
• Expected backlash from upper management
• Costs associated with travel for meetings
• Might need to reorganize buildings to be more effective
Management Courses:• Expensive
• Some managers may still not have faith despite the courses
• Needs to be paired with bottom-up trust building
• Managers need to take time off work to complete courses
Questions?