Managers who manage change well:

1
Managers who manage change well

• Have vision not just reactions
• Care more about achievement than status
• Show they are committed not detached
• Are accessible not unapproachable
• Are communicators not introverts
• Are politically sensitive not politically
  ignorant
• Take responsibility rather than pass it
• Are adaptable not inflexible
• Are developing and learning not declining
• Source Mike Bichard

2
A key quote from Nancy Dixon

• The viability of an organisation as a whole,
  may rest on the ability of employees to continue
  to learn.
• Source Nancy Dixon
• www.andrewgibbons.co.uk

3
As an organisation, what are our...

• S trengths
• W eaknesses
• O pportunities
• T hreats

4
Benchmarking six categories of
organisational effectiveness

• World class
• Potential winners
• Vulnerable
• Promising
• \ Room for improvement
• Could do better
• Source Hanson

5
Crosbys four absolutes of quality management

• Conformance to requirements
• Prevention not appraisal
• Zero defects
• Measuring the cost of non-conformance
• Source Phillip Crosby

6
Organisation development is concerned
with the planning and implementation of
programmes designed to improve the effectiveness
with which an organisation functions and responds
to change. Derek Sheane

7
People will support what they
helped to create Donald Kirkpatrick

8
Excellence is a journey nota
destination

9
Four external factors to consider when planning
strategic change

• P olitical
• E nvironmental
• S ocio-demographic
• T echnological

10
Four reasons for organisational failure

• Failure at the top
• Customer and marketing failure
• Financial management failure
• System and structure failure
• Source Longenecker et al
• Source Butz Goodstein

11
Four types of organisational orientation

• Role orientation
• Task orientation
• People orientation
• Power orientation
• Source Roger Harrison
• Source Butz Goodstein

12

• How
• do we want to be
• different to, and
• better than,
• the rest?

13
Key issues for managing change

• Vision and clarity
• A free flow of two way communication
• Clear roles and responsibilities
• More leaders than managers
• Handling resistance
• Learning for all
• Courageous patience
• Momentum

14
Creating change isnt easy

• There is nothing more difficult to take in
  hand, more perilous to conduct, or more uncertain
  in its success than to take the lead in the
  introduction of a new order of things.
• Nicolo Machiavelli

15
Peters and Watermans 8 attributes of
organisational excellence

• A bias for action
• Simple form/lean staff
• Close to the customer
• Autonomy and entrepreneurship
• Hands on, value driven
• Stick to the knitting
• Productivity through people
• Simultaneous loose/tight qualities

16
Senges five disciplines

• Shared vision
• Mental models
• Team learning
• Personal mastery
• Systems thinking

17
The four stages of change

• Shock
• Avoidance
• Acceptance
• Adaptation

18
The nine elements of the Business
Excellence model

• Five enablers
• Leadership
• People
• Policy and strategy
• Partnership and resources
• Processes
• Four results
• People
• Customers
• Society
• Key performance indicators

19
The ultimate test of an organisation is
not its past or current performance, but its
fitness for future action. Derek Sheane

20
Three key issues on improving corporate
performance...

• Being different (and better) gets you noticed.
• It takes very little to be better than the rest.
• Most organisations wont do what little it
  takes to be different to, and better than the
  rest.

21
Three types of organisation

• Those that make things happen
• Those that watch things happen
• Those that wonder what happened

22
What are the signs of an unhealthy
organisation?

23
What is the purpose of this organisation?

24
Why do people resist change?

25
Why to people welcome change?