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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