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BS 2 Assignment

Name Piyush Mathur Sec- B Enrollment No- 11BSPHH010578 NCP 1 Mob- 9666783020

Question
Explain the role of different change agents and the main styles of managing the change they may apply. Justify with an example.

Types of Strategic changes


SCOPE OF CHANGE

REALIGNMENT

TRANSFORMATION

NATURE OF CHANGE

INCREMENTAL

ADAPTATION

EVOLUTION

BIG BANG

RECONSTRUCTION

REVOLUTION

Types of Strategic changes


Adaptation: is change which can be accommodated within the current paradigm and occur incrementally. It is the most common form of change in organizations. Reconstruction: is the type of change which may be rapid and could involve a good deal of upheaval in organization, but does not fundamentally change the paradigm

Types of Strategic changes


Evolution: is a change which may be rapid and could involve a good deal of upheaval in an organization, but foes not fundamentally change the paradigm. E.g. Learning organizations continually adjust their strategies as their environment changes. Revolution: is change which requires rapid and major strategic and paradigm change. This might have occurred over many years and resulted in circumstances where pressure for change are extreme (E.g., a takeover threatens the continued existence of a firm)

Roles in Managing Change


Charismatic Leadership: are mainly concerned with building a vision for the organization and energizing people to achieve it. And are therefore usually associated with managing change. The evidence suggests that these leaders have particularly beneficial impact on performance when the people who work for them see the organization facing uncertainty.

Roles in Managing Change


Instrumental or Transactional Leader: Who focus more on designing the systems and controlling the organizational activities and are more likely to be associated with improving the current situation.

Roles in Managing Change


Middle managers: A top down approach to managing strategy and strategic change sees middle managers as implementers of strategy. Their role is to put into effect the direction established by top management by making sure that the resources are allocated and controlled appropriately, monitoring performance and behavior of the staff and where necessary, explaining the strategy to those reporting to them

Roles in Managing Change


Implementation & Control: this does reflect the idea at of top-down change in which they are monitors of that change. Translators: Top management may set down a strategic direction; but how it is made sense of in specific contexts. If misinterpretation of that intended strategy is to be avoided, it is therefore vital that middle managers understand and feels an ownership of it.

Reinterpretation and Adjustment: middle mangers are likely to be involved as events unfold. A vital role they are uniquely qualified for because they are in day to day contact with such aspects of the organization and its environment.

Roles in Managing Change


Relevance: They are crucial relevance bridge between top management and the members of organizations at lower levels. They are in touch with the day to day routines of the firm which can so easily become blockage to change, they are in a position to translate change initiatives into a locally relevant form or message. Advisors: They are also in a position to be advisors of the senior management on what are likely to be blockages to change and requirements of a change

Outsiders New CEO: from a outside organization may be introduced into a business to enhance the capability of a change. He or she changes the context of the change by bringing a fresh perspective on the organization, not bound by the perspectives of the past, or the everyday activities and ways of doing things that can prevent strategic change. These CEOs who are no the part of the mainline culture, but who have the experience and visible success from within the same industry or even the same company. They might have been a successful change agent with a competitor or some other part of a conglomerate.

Outsiders
New Management: From outside can also increase the diversity of ideas, views and assumptions which can help break down the cultural barriers to change; and they may help increase the experience of and capability for change. The success of introducing outsiders is however likely to depend on how much explicit visible backing they have from the chief executive.

Outsiders Consultants: are often used in change processes. This may be to help formulate the strategy or to plan the change process. However, consultants are increasingly used as facilitators of change process. The value of consultant is threefold:
They dont herit the cultural baggage of organization and therefore can bring a dispassionate view to the process. They may ask questions and undertake analysis which challenge taken for granted ways of seeing/doing things. They signal symbolically the importance of the change process

Outsiders
Stakeholder Network: There are likely to be influencers of change external to an organization within its stakeholders network. Government, customers, suppliers all have the potential to act as change agent on organization

Styles of Managing Change


STYLE MEANS/ CONTEXT BENEFITS PROBLEMS CIRCUMSTANCES OD EFFECTIVENESS

Education Group and briefings Communication assume internalization of strategic logic and trust of top management Collaboration/ Participation Involvement in setting the strategy agenda and resolving strategic issues by taskforces or groups

Overcoming lack of information of misinformati on

Time consuming. Direction or progress may be unclear

Incremental change or long time horizontal transformational change

Increasing ownership of a decision or process may improve quality of decisions

Time Consuming. Solutions/ outcome within existing paradigm

Incremental change or long time horizontal transformational change

Styles of Managing Change


STYLE MEANS/ CONTEXT BENEFITS PROBLEMS CIRCUMSTANCES Of EFFECTIVENESS

Intervention

Change agent retains coordination/ control. Delegates elements of change

Process is Risk of Incremental or guided/ perceived transformational controlled manipulation change but involvement takes place and Risk of lack Transformational of change acceptance and ill conceived strategy
Rapid Transformational change or change in established autocratic cultures.

Direction

Use of Clarity authority to Speed set directions and means of change

Coercion

Explicit use of May be Least power successful in successful crisis or state unless crisis of confusion

Example
Carly Fiorina( Chairman and CEO Hewlett Packard) Hewlett Packard Co. (HP) underwent dramatic changes under the leadership of Carly Fiorina (Fiorina), who took over as the company's CEO in 1999. Fiorina's ousting suggests that the playing field has not leveled equally for men and women, but charisma is an equal opportunity provider between the sexes.

Carly Fiorina Leadership Capability


Coming to understand the context in which you are operating: Fiorina had a strong sense of understanding the context to map the external terrain. At AT&T, she recognized the phone-equipment manufacturing units potential for growth in emerging market such as Asia and the firms capability to supply a switch able to handle both wireless and longdistance traffic.

At HP, she boldly declared her intend to merge HP with Compaq as she sees the merge will make the two companies be more efficient and cost effective.

Creating a map that represents the current situation of the group or organization She had a savvy approach to customers to understand what they want and how to fulfill their need and wants. Thats why she could always expand the business of her company. Making sense of the environment: She saw the market moving quickly and the pace of change accelerating. This sensemaking distinguishes her as a great leader who can discover the new terrain for HP as the environment changes.

Relating - centers on the leaders ability to engage in inquiry, advocacy, and connecting
Inquiry: Fiorina does not always listen and understand what others are thinking and feeling. She ignores others while implementing her decisions without explicit reasons. She also does not care about the critics against her leadership style management with flying around. She is right to act like that to maintain her position as a female leader, strengthen her executive power and make her management more efficient to manage HP as a world-wide company.

Advocacy:
She is always clear about her own point of view and trying to influence others of its merits. She is able to tell the truth about what needs to be done and clearly define what is and is not acceptable performance. This ability helps her communicate broad strategies, deep knowledge of operations, visions and instructions clearly to her management team and employees.

Connecting:
She is able to cultivate her followers who help each other to accomplish their goals. She also developed a personal touch that inspired intense loyalty among her followers and the ability to build collaborative relationships with others to create coalitions for change.

Visioning She changed the vision of HP from a stand-alone product/service provider to a company that provides an integrated suite of information appliances, highly reliable IT infrastructure and eservice, or to expand HP in a new direction at Internet speed and customer orientation. This shared vision enables them to act together, become bound together around a common identity and sense of destiny. This vision also provides them with a sense of meaning about their work and the difference they will make.

Inventing
Changing the way that people work together: She changed the way people work by restructuring HP into four organizations: two focusing on sales and the others focusing on products. Creating a whole new way of approaching a task: She recognized the need for a new leadership style and faster actions for the new vision. So she decided to change HP from a fully integrated, productfocused business to a more disintegrated approach focusing on product generation, customer-facing and support activities. She also changed her leadership style by using internal Web and message boards to communicate with workers instead of visiting and talking to them in person as the old leadership style.

Creating new approach, new solutions, new practices: To achieve the goal, she changed the culture and work habit to make employees be more efficient. She encouraged research to explore new technologies and develop new products. She also created the rules of garage to motivate new and innovative ideas. Her strong capability of sense-making, visioning, relating and inventing makes Fiorina become a powerful and talented female leader in the American corporate world

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