Change Management Prof Steve Phelan Lecture 14

Change Management Prof. Steve Phelan Lecture 14

Today • Post corporate careers § Back to square zero (1997) § Case: Wellcome Israel • LMZ Chs 34 -36 § Creating successful organization change (1991) § Managing organizational transformations: VHA (2000) § Innovation in Whole Scale Change (2003)

Post Corporate Careers • Do people expect a career path anymore? § What do you expect from a job? • Two dimensions § Organizations -> Individual career mgt § Vertical paths -> Horizontal paths § Is this true in your organization?

Individual Advice • Supporting elements § Know your own abilities and preferences • • Become indispensable in your organization Cultivate relationships in other organizations Put aside money and resources for eventualities Consider alternative careers and prepare for them § Join professional associations § Keep networks strong § Help others through career difficulties • Global elements § Get international experience § Learn another language § Get computer literate

Managerial advice • Supporting elements § Offer a psychological contract you will be able to keep § When outsourcing, look for opportunities to set up your own employees § Support trade associations § Focus on skill development rather than career tracks • Global elements § Get on line § Let small enterprises grow within your corporation § Provide lifelong learning and outside links

Wellcome Case • Questions § Should Sherman be patient and wait for the situation to be resolved by the respective managements? § Should she be proactive and do what she felt would be in the best interests of her team? § Should she do what might be in her own best interest: not wait for the outcome, but start looking for another job now?

Creating successful change • Examines changes in: § British Airways • OD claims it caused success § Mixes unfreezing, movement, refreezing with OD interventions • Individual • Structure and systems (technostructural) • Climate/interpersonal sytle § Good statement of OD strategies • Time for showdown between OD and strategic change • Who/what do we believe?

Managing transformations • VHA § Vision, restructure, accountability § Communication, training, education § Perseverance

Whole systems change • Ford, Boeing § everyone going through a change • Max-mix microcosms to the rescue § Whole system in room § D (database of grumbles) x. V (preferred future) x. F (first steps)>R § Event planning teams § “Magic”