You are on page 1of 54

Managing People for Effective Organizational Change

March 26, 2011

AGENDA
Patricks case Leadership or, and Management Leadership for breakthrough Strengthen Leadership what your organization CAN do Strengthen Leadership- what you CAN do Review and Questions TIME CONTRACT ?.....90+30mins?

STRUCTURE

LEADERSHIP BEHAVIOR

PROCESSES

CULTURE
STRONG POSITIVE PERFORMANCE OUTCOME

STRONG POSITIVE PERFORMANCE OUTCOME

Fn of dispositions:

CULTURE

Some symptoms to watch


Increasing customer complaints if monitored Wastage resources are not utilized optimally People sagging morale, poor attitude to work, People -High turnover, especially experienced and competent hands People laxity and pockets of indiscipline, gossips, grapevine

Some symptoms to watch


Repeat jobs recurrent mistakes/errors - no culture of root cause System weakness jobs are not clearly defined, no clearly defined culture Lack of commitment to organizational goals

Some symptoms to watch


Managers - dont tailor styles to employee behavior weak culture: Warlord, turf protection and silo mentality Managers are not walking the talk nor role modelling Corrective maintenance resulting in frequent system breakdown Performance Management System not working as intended

Some symptoms to watch


Poor information flow hoarding, cliques, hate, sentiments Alienation and disregard for audit process, weak enforcements W11FM attitude its not my call, customers may take the brunt of poor service; Clash or conflict of interests Eroding public or customer confidence

ALL ABOVE WILL INVARIABLY LEAD TO NEGATIVE NUMBERS..SHOWING PERFORMANCE BELOW POTENTIAL .. AND THE AFTERMATH!

HOW MANAGERS LEAD AND MANAGE

CSL

2 of a Kind
Leadership Management

What you should be doing


Communicate your VMV to EVERY stakeholder Behavior modeling lead by example Push for job knowledge, train, coach, mentor and counsel Diligently participate in Performance Management System Encourage multi tasking through proper delegation

What the organization must do


Provide enabling environment for managers and employees right climate level play ground for the managers Ensure proper execution of PMS Ensure adequate and effective communication channels break institutional bottle necks Monitor proper process flow satisfaction surveys, certifications etc Install knowledge Management practice

The Seven Principles


Seven recommended principles of business practices are identifiable in the managing functions of the effective manager:
1.
2. 3. 4. 5. 6. 7.

Customer focus
People Involvement System Approach to management Process approach to management Factual approach to decision making Continual improvement Mutually beneficial supplier relationship

What do Leaders DO?

Vision for change

WHAT CHANGE ?
The leadership function in any organization has the responsibility for anticipating, mastering and managing change. Where is leadership in your situation? Leadership at all levels, in the right quantity and quality
16

THE NEED FOR CHANGE

The professional Manager needs to understand the need for change in todays organizations. Change as in:
a global world , global market consumer consumption pattern tilting towards service and value rapid technological changes workforce - diversity and inclusion, gender, etc forms of government, as the world becomes more and more democratic

And so, all businesses are in a world championship in the millenium. The only permanent thing in life is CHANGE

17

All Businesses are in a World Championship

Like it is in Sports Championships


18

Trends in the Customer Environment Because of the changing demand of customers and changing customer bases,the customer environment is very different from even ten years ago.

Potential discussion question: What trend have you felt or observed in your customer environment?

19

Trends in the Customer Environment New Environment Long-term preferred vendors Global markets Purchases based on service and value Old Environment Multiple competing vendors
Local markets Purchasing based on quality and cost Long cycle time for product development
20

JIT supply Total customer service

Trends in the Financial Environment The financial environment is a higher stakes game today. Everyone at all levels of organizations is responsible for profit contribution. Potential discussion question: How has our financial environment changed? What has been the impact of these changes?

Where to invest ?

21

Trends in the Financial Environment


New Environment Leaner systems with no slack Financial status impacts on customers Integrated world economy Old Environment Allowance for slack in systems Global capital sourcing Customer-supplier partnering --shares benefits

Customers insulated from financial results

National economic independence


22

Trends in the Workforce


The workforce today is more varied and diverse. Authority for decision is being placed closer to the customer. By and large, fewer people must get the work done in organizations today. Potential discussion question: How would you describe the workforce today? How is it different from five years ago?

Working in Teams
23

Trends in the Workforce


New Environment Workforce increasingly diverse Employees demanding flexible terms of employment
Old Environment Workforce generally traditional Employees tolerant of flexible terms of employment Independent job activities Managerial hierarchy

Interrelated jobs and activities

Fewer managers, flatter organisations


Empowerment demands more responsibility

More contract help


24

CRITICAL QUALITIES TO ACQUIRE

Managers must demonstrate three critical qualities to guarantee success at leadership anywhere:
Vision Initiative Innovation But something could help or inhibit the development of each of these elements in the individual or organization. That name is PARADIGM

25

The paradigm Effect


Paradigm defined A set of rules that defines boundaries and tells us how to be successful within those boundaries.

Key issues
The old way - it s not possible! The new way - nothing is impossible! If paradigm shifts, its back to zero! Speed of change confronting us... Paradigm Proactivity
Understand your own paradigm,

Always concentrate outside your own paradigms,


Recognise paradigm obsolescence, Avoid paradigm paralysis.
26

The paradigm Effect

Paradigm pioneersUsually outsiders Ready to act fast and take the leap of faith

What is the one thing that you believe to be impossible, but if it happened, would fundamentally change the business you are in?
27

PARADIGM
Paradigms are good because they show us what to do to be successful in whatever situation. But paradigms have a shelf life beyond which

they become obsolete.


Recognition of your paradigm prepares you to undertake a CHANGE at the appropriate time. Change brings about continual improvement
28

PARADIGM
Obsolete paradigms blind us to opportunities around us, when we stick to doing things the old

way all the time.


Paradigm paralysis should be avoided. To be proactive, always concentrate outside your own paradigms. Dont stay in the box. Get out of the box. Stereotyping and mind sets are typical paradigm problems.
29

The Impossible Dream


What you consider unthinkable What may be possible What is expected

Business Process

Organisations are moving toward Total Quality when they begin to set stretch goals for themselves and then start achieving them!
-Bob Eller, July 1991

30

BLINDED BY THEIR PARADIGMS

Thomas Watson - Chairman, IBM (1943)


I think there is a world market for about five computers

Margaret Thatcher (1972)


I dont believe there will be a woman Prime Minister in my life time

Ken Olson, President, Digital Equipment Corporation (1977)


There is no reason for any individual to have a computer in their home
31

LETS CHECK TODAY!


WHO, National Governments including Nigeria, (2007)
AIDS is an incurable disease

Public Opinion, 2007


A woman president is not feasible for Nigeria (USA)

Public Opinion, 2007


Corruption will always be part of business in Nigeria

32

THE JAPANESE EXAMPLE


Choose a qualitative word for MADE IN JAPAN:

1960

1990

33

PARADIGM CHECK What is the one thing you believe to be impossible, but if it happens, would fundamentally change the business you are in?

The Business of Paradigms by Joel Barker

34

LEADERSHIP: VISION, MISSION, VALUES


VISION - What we want to become Companys long range goal to best serve customers. Short, inspiring, qualitative statement. Valid for a specific term. MISSION - What we are Companys reason for being It is value added VALUES - What we believe in Companys principles that guide all action Help measure the rightness of vision

35

VALUES - elements of:


Technology People Environment Stakeholders Customer Ethics

36

VISION - Note.

Mission can stay but not so Vision. Organisations that operate at the edge of their paradigm easily change their visions in the process. J. F. Kennedy (1963)
America will put a man on the moon and bring him back at the end of this decade...

JFK died shortly after but the vision happened in 1969.

37

Vision should not be expressed in numbers, i.e., P+L, ROCE, etc. improved results are a consequence of positive Vision achieved. Values help measure rightness of vision and direction Vision without action is merely a dream; action without Vision just passes the time; Vision with action can change the world.

38

The prevailing culture in an organisation can facilitate the success of reform or frustrate it as a whole. Culture in the work context is a particular form or stage of work life. There are two major constituents of organizational culture Climate and Managerial styles.

39

Simply stated, Climate is the atmosphere of the workplace. It is the mixture of feelings, perceptions, norms, values, policies and procedures that summarize the way things are done here. Individual managers like you are responsible for the climate operating in your immediate environment i.e. with your immediate staff. Good climate, bad climate.
40

BREAKTHROUGH CULTURE Outstanding managers achieve excellence through creating breakthroughs and turning every breakthrough into a norm. Organisations that record frequent breakthroughs are paradigm shifters. Through their paradigm proactivity, these organisations move faster to their VISIONS. Break through culture exists only where the organisational culture and climate are right.
41

CLIMATE

CLIMATE

- the atmosphere of the work place

or
the mixture of feelings, perceptions, norms, values, policies and procedures that summarises the way we do things here.

42

CLIMATE
It has been established that climate has a direct influence on performance. It also differentiates one workplace from another.

The climate in a workplace influences individual motivation and behavior on the job.
Therefore, it can have a positive or negative influence on results.
43

Climate can be described and measured: Conformity Is there too much red tape? Is red tape interfering with task accomplishment? Is innovation encouraged here? Responsibility Are important tasks delegated to subordinates Can you do your job without constant monitoring
44

Standards Do you have challenging but attainable goals? Is mediocrity tolerated? Rewards Do rewards outweigh punishments? Are rewards linked to performance? Clarity Do people know what is expected of them? Do people understand the big picture? Team spirit Do individuals cooperate? Are there feelings of trust and pride?
45

CLIMATE
Climate, as in organisational culture, is important to Reforms because: It has a direct influence on peoples performance. It differentiates one work place from another. It can be described, measured, influenced. It influences the behaviour and motivation of individuals working for you. It could impact positively or negatively on reforms and results.

46

Managerial style

One major influence on the climate of the workplace is the predominant managerial style of individual managers.
Definition The behavior a manager uses to plan, organize, motivate, and control; the extent to which he/she:

Listens, Sets goals and standards, Develops action plans (short - and long - range),

Directs others clearly,


Gives feedback, Rewards and punishes, Establishes personal relationships with subordinates

a lot

Each behavior can be placed on a continuum from: very little


47

Managerial Styles:

Coercive - Do it the way I tell you Authoritative - Firm but fair Affiliative - People first, task second Democratic Participative Pace-setting - Do it myself Coaching - Developmental
48

Managerial Styles
Best
There is no: Right Wrong Style

The appropriate style will be influenced by: 1. 2. 3. Task (Complex / Simple)

People (Mature / Immature) Situation( Crises / Routine)

49

MANAGERIAL STYLES What help for Reforms?


Reforms flourish very well with some managerial styles, while a few other styles in fact impede the growth of reforms in the organization
Prevent maximum Success

Enhance Maximum success Authoritative Democratic Coaching

Coercive Pace-setting
Affiliative

50

What is it like to work in the two climates?


HIGH 100

Firm A
*

MEDIUM 50

LOW 0

HIGH 100

*
MEDIUM 50

* *

Firm B

LOW 0

51

Group Exercise - Books closed

What is the impact of the 6 styles on climate?


Conformity Responsibility
Coercive Authoritative Affiliative Democratic Pacesetting Coaching

Standards Rewards Clarity

TeamSpirit

+/-

+/-

+/-

+/-

+/-

+/-

+/-

52

Conclusion

Thank You

QUESTIONS

You might also like