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  • Facilitating Change of Management

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    The document discusses facilitating change in management. It outlines three tensions companies face: focusing on growth vs margins, short term vs long term performance, and parts vs the whole. The change management process involves overcoming inertia, developing new paradigms based on opportunities and threats, and aligning organizational capabilities and performance. Cultural elements like stories, symbols, and rituals shape paradigms and power structures. Strategic drift can cause strategies to lose touch with the environment. Diagnosing change situations involves analyzing context, culture, power structures, and communication. Cooperation tools to facilitate change include leadership, culture building, power management, and management practices.

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    Facilitating Change of management

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    The document discusses facilitating change in management. It outlines three tensions companies face: focusing on growth vs margins, short term vs long term performance, and parts vs the whole. The change management process involves overcoming inertia, developing new paradigms based on opportunities and threats, and aligning organizational capabilities and performance. Cultural elements like stories, symbols, and rituals shape paradigms and power structures. Strategic drift can cause strategies to lose touch with the environment. Diagnosing change situations involves analyzing context, culture, power structures, and communication. Cooperation tools to facilitate change include leadership, culture building, power management, and management practices.

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    Download as PPT, PDF, TXT or read online from Scribd
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    13 views8 pages

    Facilitating Change of Management

    Uploaded by

    jas_harry
    The document discusses facilitating change in management. It outlines three tensions companies face: focusing on growth vs margins, short term vs long term performance, and parts vs the whole. The change management process involves overcoming inertia, developing new paradigms based on opportunities and threats, and aligning organizational capabilities and performance. Cultural elements like stories, symbols, and rituals shape paradigms and power structures. Strategic drift can cause strategies to lose touch with the environment. Diagnosing change situations involves analyzing context, culture, power structures, and communication. Cooperation tools to facilitate change include leadership, culture building, power management, and management practices.

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    of 8

    Prof.

    Rajesh Mehrotra

    FACILITATING CHANGE IN MANAGEMENT


    (1)THE THREE TENSIONS EVERY COMPANY FACES (I) Focus on Boosting Growth Short on Top-Line Growth Focus on Boosting Margins Profitability Vs Growth

    Loss of Control of Cost

    Eroding Margins

    FACILITATING CHANGE
    THE THREE TENSIONS EVERY COMPANY FACES (II)

    Eroding Future Performance

    Focus on Building For Future Short Term Vs Long Term

    Short on Performance Today

    Cuts into Investment

    Focus on Current Earnings

    FACILITATING CHANGE
    THE THREE TENSIONS EVERY COMPANY FACES (III)

    Focus on Parts

    Eroding Business Unit Performance

    Whole Vs Parts

    Shorts on Benefits From the Whole

    Constraints On Business Units

    Focus on Synergies

    (2)THE CHANGE MANGEMENT PROCESS Inertia and Resistance to Change Paradigm Development

    Opportunities and Threats

    Strength And Weakness

    PARADIGM
    Environmental Forces

    STRATEGY

    Organizational Capabilities

    PERFORMANCE

    Cultural Web

    Stories

    Symbols

    Ex. Leadership Style Ex. Dress Code Success Stories Social Services

    Rituals

    Ex. Celebrating Ex. Professional Success Standing

    Paradigm

    Power
    Ex.
    Empowerment

    Controls
    Ex. Finance/ Budgets

    Organization
    Ex. Organization Structure

    (3) STRATEGIC DRIFT There is a tendency in Organizations for Strategic Drift, in which strategies lose Touch with the changing environment of the organization (4) DIAGNOSING THE CHANGE SITUATION

    TYPES OF STRATEGIC CHANGE

    THE IMPORTANCE OF CONTEXT

    ORGANIZATIONAL CULTURE

    FORCEFIELD ANALYSIS

    MANAGEMENT STYLES AND ROLES


    STYLES OF MANAGING CHANGE CHANGE AGENCY ROLES STRATETIC LEADERS
    MIDDLE MANAGERS OUTSIDERS

    STRUCTURE & CONTROL

    ROUTINES

    SYMBOLIC PROCESS

    POLITICAL PROCESSES

    COMMUNICATION

    CHANGE TACTICS

    (5) COOPERATION TOOLS


    * Charisma * Religion

    Leadership * Salesmanship Tools * Vision


    * Role modeling

    Culture * Rituals Tools


    * Tradition

    * Democracy

    * Role definition

    * Strategic planning

    * Apprenticeship * Measurement system

    * Negotiation

    Power Tools
    * Coercion * Threats

    * Financial Incentives Management


    * Training

    Tools

    Standard operating procedures

    No consensus

    Broad consensus

    Extent to which people agree on cause & effect

    TYPES OF STRATEGIC CHANGE


    EXTENT OF CHANGE
    INCREMENTAL TRANSFORMATION

    TUNING

    PLANNED TRANSFORMATION

    ADAPTATION

    FORCED TRANSFORMATION

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