Imperial Life With Notes (VIRTUS) MARCH 31st 2010

ARTHUR LOK JACK GRADUATE SCHOOL OF BUSINESS THE UNIVERSITY OF THE WEST INIDES INBA 6750- ORGANISATIONAL BEHAVIOUR
& DEVELOPMENT
IMPERIAL LIFE
TEAM VIRTUS
COHORT 32
CHERESE LAPTISTE CRYSTAL GUILLEN JEFFERS JOHN-CHARLES IAN AKONG SHAD ALI KYREN GREIGG
Presented by:
Table of Contents
Imperial Life company profile 3 Case summary Overview of Imperial Life Organisational structure Main characters Timeline SWOT analysis PESTLE analysis Problem Identification Problem statement Ishikawa diagram Problem Tree Organisational Control HR Culture Communication Imperial Life successes Recommendations Solution Tree Alternatives Solution Action Plan Conclusion References
Problem Analysis Leadership

2
Imperial Life Company Profile

Imperial Life Assurance Company of Canada was incorporated in 1896 and its business is in life insurance and financial services. Imperial Life comprised a complex network of holding companies, life and health insurance companies, investment fund management companies, and other businesses. It is a subsidiary of the Laurentian Group of Montreal, Quebec and its Head Office is located in Toronto whose focus was on sales. (Focus of the case) Imperial Life operates more than 50 offices in Canada and the Bahamas with a network of subsidiaries and branches in Great Britain, Hong Kong and the United States and has over 2,800 employees worldwide (including 1,422 agents).
3
OVERVIEW
IMPERIAL LIFE ORGANISATIONAL CHART

Claude Bruneau President & CEO Claude Bruneau Board of Directors Chairman
Kenneth Beaugrand Executive VP & COO
VP Investments
VP Agencies
VP Coperate Planning & Chief Actuary
VP Product Development and Support
Joy Bollen VP Human Resources
VP Group Marketing Pres. & CEO Laurentian/Imperial Co.
VP Alternate Distribution Sytems
Sr. VP Ind. Marketing
VP Asia
VP General Councel and Secretary
VP Info Systems & Services
VP Individual Administration
VP Finance
Main Characters
Claude Bruneau Claude Bruneau was by all means a visionary with an acute eye for development and progression. Claudes style of leadership was very sell oriented in that he made decisions recognizing the possibility of some resistance but nevertheless attempts to persuade subordinates to accept his decision. Claude was of the view that the company was very traditional and not tapping into the resources which were readily available namely the female. Claude held the view that women were more dedicated to their work. Women to him constituted a reservoir of talent and was the change that the company needed in order to move forward progressively. Claude held three senior and very important positions at Imperial life: Chairman t
President
CEO
6
Main Characters
Joy Bollen
Joy Bollen Human Resource Vice President at Imperial life Assurance Company was the first woman to be appointed to such a high level position within a traditional male managed organization.
Joy came to Imperial Life in 1985 with twenty one years experience in management/consulting and human resource management. Starting off as the Director of Planning and Development, within one year Joy was quickly promoted to VP-HR despite the many objections to her promotion.
Joy used a team oriented approach as a means of inculcating the ideas and mission of Imperial Lifes new directives under Claude Bruneau.
7
Johari Window
Claude Bruneau
Known to self Known to others Public Unknown to self Blind Known to self Public Blind
Joy Bollen
Unknown to self
Visionary Decisive Aggressive Socially conscious
Paternalistic Exerted too much power
Heavily team based Strives for consensus

Hidden
Indecisive
Unknown to others
Hidden
Unknown
Unknown
Exploitative Understands minorities work harder
Incongruent style with Joy
Not ready for VP HR Role
Incongruent style with Claude
Virtus Group
Imperial Life Timeline

Imperial Life founded Imperial Life acquired by Laurentian Group First Financial Planning Center specifically geared to female customers opened
Aggressive. Rigid. Innovative. Successful.
Claudes vision was to regain the aggressive dynamism of the organization. Culture Change Initiatives mandated by Claude. Womens issues brought to the forefront.
1896
1945
1979
1983
1985
1986
Company struggled and stagnated. Insurance industry becoming sub-set of expanding financial world . (IA note: See SWOT and PESTLE for changes Leading up to the environment in the 80s)
JOY BOLLEN brought on as director of planning and development
Imperial Life Boom over
CLAUDE BRUNEAU appointed President, CEO, Chairman of the board

TEAM VIRTUS
JOY BOLLEN becomes Imperial Lifes first female Vice President.
Imperial Life SWOT Analysis

Expert in insurance business (since 1896) Visionary CEO as leader Financial Resources Pioneers in seeking the equality of women in the work force Communication Control Strategy Leadership at lower management Resistance to change Human Resource Management Management Strategy
STRENGTHS OPPORTUNITIES
Emerging Female Market
WEAKNESSES THREATS
Deregulation of industry by government
Virtus Group
Imperial Life PESTLE
Political :
Canada officially gained
independence from UK April 17th 1982. Political unrest in Quebec Government deregulation of financial services industry
Economic :
Formation of conglomerates favoured as survival Strategy Change in Insurance industry as subset of financial services brought increased competition in market.
Socio-Cultural :
Trend of political correctness opposing racism, discrimination toward minorities. Joint financial decision making (man and woman) Large increase of women in workplace.
Technological :
Introduction of personal computers in workplace (financial services)
Virtus Group
Imperial Life PESTLE
Legal :
Legislation enacted to end practice
of automatically changing a womans last name upon marriage.
Environmental :
threat of expropriation of business in foreign countries.
The PESTLE analysis gives us an idea of the external environment surrounding Imperial Life in the late 1970s into the 1980s Women gaining ground in workplace
Virtus Group
PROBLEM IDENTIFICATION
13
Problem Statement
Claudes Vision: to drive the company back into a dynamic, aggressive organisation, that would really get the best out of its people, in order to offer excellent services and supportthereby optimising the probability of generating good profits for all stakeholders.
Imperial Life experienced a gender divide due to the prejudice held against women in the workplace. Additionally, there existed a communication barrier between the CEO and VP HR, which slowed the progress of change desired in the organization. This resulted in low staff morale, resistance to change and a high executive turnover.
14
Imperial Lifes Problem Tree
15
Imperial Lifes Fishbone
16
PROBLEM ANALYSIS
17
LEADERSHIP
18
Leadership
Leadership is at its best when the vision strategic, the voice persuasive and the results tangible. In the study of leadership, an exact definition is not essential but guiding concepts are needed. The concepts should be general enough to apply to many situations, but specific enough to have tangible implications for what we do. ~ Useem
IMPERIAL LIFE- Leadership

Early Synopsis of Imperial Life
Whilst Imperial Life history looked promising and able to hold its 10th place within its industries, the internal problems of Imperial Life
seemed to be one that would affect it later in its venture.
Within its early years the direction was set by the professional Life Insurance mathematicians, whose ideologies where one of enforcing seating arrangements in the head office cafeteria and employees seated at specific tables with the same table partners daily. It may be that these ideologies were weird but during the first 30-40 years of its existence it was to be the most dynamic and creative in its trade; aggressive with dynamic ideas. However when the war was over by 1945 the country would slip into a depression like one of the 1930s, it seemed as though Imperial Life too had given up on its war in being the competitive company it once was and their leaders too had lost the war.
From what seemed promising, the company would now go from being the aggressive company it once was to being the company led by timid types of people, they were very inward looking, traditional, risk adverse, driven by the technical side of business allowing
them to be like most insurance companies than being the one leading with its marketing ideas.
20
Overview
Claude was considered to be a visionary leader with astute social consciousness and a philosophical outlook, who could recognize changes in society ahead of his peers, however, it seemed as though his outlook would not be able to influence those easily as he wanted change, a change that would involve women in charge have managerial positions and become vice presidents, a change which was not new at all back in the 1980s and one which would be a cultural change for those in Imperial Life a hard pill to swallow.
21
Overview (contd)
Joy was appointed Vice President, she was to initiate and help in this cultural change (Claudes vision) but in a position in which she was new to, she would have to further develop the leadership and management skills to do so. Directives were certainly given but senior and middle management will have to carry them out, such a directive crucial to Imperial Life success factor was ignored, it resulted in problems that would later affect the development of the company itself.
22
Overview (contd)
Directors (senior management) was once considered to be visionaries, innovative and succeeded in making Imperial Life leading in its industry at the time, but times changed, the business got stale and Imperial Life was acquired by the Laurentian Group. Claude relayed his vision to them not only were they against it but they paid lip service to it, it made Joys work difficult for change implementing this new culture. The lack of change would result in one where they quickly left or were moved out, it resulted in new management being brought in all the time their successors were non existent.
23
Problem analysis
Joy V.P. H.R was not able to muster support from middle management efficiently Middle management did not have a proper succession plan C.E.O created opportunities and a chance for women to get management positions Huge difference between the leadership style of C.EO to V.P of H.R and to middle management No Leadership Development Middle Management was inefficient
24
Leadership overview for imperial life

Leadership is a dynamic form of behavior and the leaders influence is dependent upon the type of power exercised over the people. However, there is no one best form or style of leadership. There are many variables that underlie the effectiveness of leadership, including dimensions of national culture. The most successful form of leadership behavior is a product of the total leadership situation. Attention needs to be given to leadership development. Leaders of the future will face new expectations and will need to learn new sets of skills. (excerpt pg. 396 Mullins)
25
The Filter effect

VP CEO Selling
Directors
/Senior
Explain your decisions and provide opportunity for clarification
Cultural Barrier Telling Staff

Provide specific instructions and closely supervise performance 26
Dimensions of managerial Leadership

Group Interaction Analysis
McGregor, assumptions about people and work
Blake and McCanse, Leadership Grid
Task Functions
Maintenance Functions
Theory X
Theory Y
Concern for production
Concern for people
Mullins
27
Situational leadership overview

The problem analysis derived from this was that the S1, S2, S3, S4 models did not match up for Imperial Life, this type of situational leadership used was not appropriate for the followers, thereby creating problems.
28
Situational Leadership model
(Low)
Task behaviour (Directive behaviour)
(High)
High R4
Able and Willing and Confident
Moderate R3
Able but willing or Insecure
R2
Unable but Willing or Confident
Low R1
Unable and Unwilling or Insecure
29
Situational leadership model

In Imperial Life it was clear that a leadership behaviour was one of a selling nature at the Executive level here decisions were explained and it provided and opportunity for classification it involved a high task and high relationship. As for lower management in Imperial Life it was a telling behaviour where specific instructions were told and performance closely supervised.
30
Problems of leadership method used

It was clear that the style of leadership used buy management at Imperial Life at the executive level were of a R3 follower readiness when really the model suggests followers of a more R2 approach for this behaviour. Evidently the effectiveness of top management was to suffer and as directives and tasks were carried out it would deem to cause problems as it trickled further down.
31
Problems of leadership method used (contd)

From the analysis the method from the executive level to lower management was a leadership behavior of telling, it provided lower management with specific instructions and were closely supervised for performance although the follower readiness was correct and on par. The cultural barrier proved to be a block for Lower management to carry out tasks and directives from top management to their staff.
32
ORGANISATIONAL CONTROL
33
Organisational Control & Power

If leadership is about influencing behaviours, control is the relation of constraint of a system or group of systems by management. Organisation implies control Tannenbaum Managements need to exercise control is met by most peoples desire to be subject to a control system. What is controlled? Systems which operate within defined boundaries. Policies Procedures Lawler give three reasons why employees might want to be subject to control systems: 1. To give feedback about task performance 2. To provide some degree of structure of tasks, their execution and how performance is measured 3. Where reward systems are performance based Is the idea of controlling another person ethical?
Virtus Group
Ethics of Control
Robbins makes the following observation about control: Why is control controversial? A democratic society is built upon the concept of personal freedom. Therefore, the idea that one person should attempt to get others to behave in some premeditated way, when the subjects of that control may be unaware that their behaviour is being manipulated, has been viewed in some circles as unethical.. Control should be viewed as an interpersonal influence over a network of interactions and communications page 679 Mullins According to Zimmerman, Control Systems measure how effectively decisions have been translated into results, which have influence on both the organisational and the individual level.
The strategy put forward by Claude to introduce women at the higher ranks was accompanied not only by the inherent stigma attached to control, but also was wrapped in gender issues. External factors surrounding women at the time had an effect on how Claudes strategy was perceived. This may have added to the resistance Claude experienced.
Virtus Group
Control Measures implemented @ Imperial Life

Although there was a clear vision for the company as a whole, as described by Claude, there existed two distinct levels where the control systems differed. This resulted in executives not able to understand why staff may not react similarly to control measures implemented up the ladder
HRM Control
Use of selection methods to ensure that new recruits fit the profile of attitude, behaviour, and capabilities desired by management (Position created for Joy, Managers that didnt fit the profile were allowed to leave. No retention policy in force) Training and development designed to reinforce this desired profile Assessment procedures and reward systems used to encourage conformity
Executive
Staff
Bureaucratic Control
Breaking down of task into easily definable elements Formally specified methods, procedures and rules applied to the conduct of tasks Budgetary and standard cost-variance accounting controls (Womens Financial Planning Center downsized after initially disappointing results) Reward and punishment systems reinforcing conformity to procedures and rules
36
The nature of management control

Improvement in performance
INDIVIDUAL BEHAVIOUR
Basic activities of management

Clarification of objectives
ORGANISATIONAL PERFORMANCE
Planning Organising
Directing CONTROLLING
Imbalance between control measures for Organisational Performance and Individual Behaviours
To impact on performance, organisations must impact individual behaviours and organizational behaviours. Imperial Life focused on organizational performance but individual behaviours remained the same. Planning was clear organizationally. Individually these were blurred.
Virtus Group
Organisational and Individual progress

Although Organisational Performance is showing improvement, Individual Behaviours are remaining the same. Organisational Performance In an effort to move up from 9th place in the industry, the company tripled in size in three years under Claudes leadership. Meanwhile..
The executive group initially paid lip service to Claudes ideas about the changing role of women. This is just another one of the chairmans ideaswell have to live with it for a while, but it will go away.
Individual Behaviour
38
Stages of Organisational Control

Red Flags are raised
1. Planning Objectives and Targets 2. Establishing Standards of performance 3. Monitoring Actual performance
4. Comparing Deviations 5. Rectifying Corrective Action
Virtus Group
Elements of an Organizational Control System

5 essential elements to an organizational control system.
1. Planning what is desired- Clarification of the aims to be achieved. People must know exactly what is required of them. Objectives and targets must be clearly specified. Was this implemented at Imperial Life? Claude as well as the VP of HR initiated clear communication to all employees about the new company espoused values of innovation, trust, openness, excellence seeking, and customer focus. Staff development programs, and suggestion systems linked to financial incentives for critical thinking were clearly specified to employees. Impatient with the pace of change, the chief executive officer initiated the development of systems under which Imperial Lifes culture would be reshaped (Case page 160)
40
2. Establishment of defined standards of performance- this requires realistic measurements by which the degree and quality of goal achievement could be measured. Planning and measurement are pre-requisites of control. Objectives, targets, standards of performance must be stated and communicated to all those concerned.
Was this implemented at Imperial Life?

The redefinition and communication to staff of Imperial Lifes mission, goals, and strategies were distributed to staff via the Blue Book and the Green Book in 1985 and 1987 respectively. the redefinition and communication to staff of Imperial Lifes mission, goals and strategies (the first such statement, the companys Blue Book, was distributed in 1985; the second, the 1987 Green Book ) (Case page 160)
41
3. Monitoring actual performance This requires feedback and a system of reporting information that is accurate, relevant and timely in a form that enables management to highlight deviations from the planned standard of performance to ultimately address and improve the system to achieve end results. Was this implemented at Imperial Life?
An effective and efficient monitoring system did not exist at Imperial Life. The VP of HR did not respond to the CEOs call for dealing with the womens issues at Imperial Life in a timely fashion befitting an Effective Control System. In addition to this there were observations, made by Imperial Life female employees, that their gender even though qualified were often overlooked for promotion. An efficient monitoring system would have addressed this phenomenon. Claude Bruneau to Joy Bollen - its already mid 87 time to get serious about womens issues in this company. When can we have that Womens Conference we talked about? NOTE- This statement was said in 1987, Joy Bollen was in the role of Vice President of Human Resources for almost a year. Furthermore she not only knew of the issues surrounding the negative perceptions women faced by senior executives but she was also subjected to it. (case page 156)
42
4. Compare actual performance with planned targets - Information is interpreted and evaluated in order to give details of progress, deviations, and identify probable causes. Information should then be fed back to those concerned for performance. Was this implemented at Imperial Life? No specific evaluation specifically regarding the issues at Imperial Life were carried out . Comment made by an Imperial Life female employee As a woman in Imperial Life, I dont know what it takes to get promoted. There is no clarity around criteria. (Case pg 165)
43
5. Taking of corrective action- the final element of management control system is to rectify the situations that have led to failure to achieve objectives or targets or other forms of deviation identified. This requires: 1. Consideration of what can be done to improve performance. 2. Authority to take the appropriate action, to review the operation of the control system, and to make any necessary adjustments to objectives and targets or to the standards of performance. Was this implemented at Imperial Life? No specific corrective actions were taken regarding the issues at Imperial Life were carried out.
44
Power, Involvement and Compliance

How are Individual Behaviours being influenced by Imperial Lifes control measures? Mullins suggests power, at a broad level, can be interpreted in terms of control or influence over the behaviour of other people with or without their consent. Pg 688 Mullins Exercising a particular type of control is usually a choice made with the type of response, or involvement, that is desired in mind. Compliance is the relationship between the kinds of power applied by the organisation to control its members and the kinds of involvement developed by members of the organisation.
Virtus Group
Power and Involvement

Coercive Power: Relies on the use of threats, or physical sanctions or force, e.g., controlling the need for food or comfort Remunerative Power: Involves the manipulation of material resources and rewards, e.g., thorough salaries and wages Normative Power: Relies on the allocation and the manipulation of symbolic rewards, e.g., esteem and prestige Alienative Involvement: Occurs where members are involved without their wishes. There is a strong negative orientation towards the organisation. Calculative involvement: Occurs where attachment to the organisation is motivated by extrinsic rewards. There is either a negative orientation or a low positive orientation towards the organisation. Moral Involvement: This is based on the individuals belief in, and value placed on, the goals of the organisation. There is a high positive orientation towards the organisation.
Virtus Group
Power and Involvement

while Imperial Life recommended the development of capable backups for critical management positions, it allowed several key executives to treat their immediate subordinates as little more than high-level technicians, reserving all major decisions to themselves. This demonstrated the manipulation of prestige and esteem bestowed on employees. Imperial Lifes management, by reserving or denying position and status from employees displayed use of Normative Power. Youre not the assistant manager, youre the assistant TO the manager
There are a lot of highly skilled people at the lower levels, and many of them are women. They feel blocked in a dead-end job theyve done for a long time, and theres no where else to go. Or else theyre constantly passed over for promotion. They dont seem to take the initiative to move on I dont know why!
The only major exodus of employees took place at the executive level driven by their inability, or unwillingness to change during the culture change initiatives as imposed by Claude. Employees, particularly women, seemed to stick with the company despite the poor treatment suggesting their attachment to the organisation is motivated by extrinsic reward. This is indicative of Calculative Involvement. Another day, Another dollar Virtus Group
EMPLOYEE COMPLIANCE @ IMPERIAL LIFE

Nine logical types of organisational relationships and compliance result from the typology as described by Etzioni. Etzioni suggests that a particular kind of power usually goes with a particular kind of involvement. Kinds of Involvement Alienative Kinds of Power Coercive Remunerative Normative 1 4 7
Incongruent relationship Imperial Life
Calculative
Moral 3 6 9
2
5 8
Organisations with congruent compliance structures will be more effective than those with incongruent structures
Congruent relationships
Virtus Group
Name: Organizational Structure

First Name Last Name
49
About Me
Purpose: I create divisions where human resources are placed to serve a common important purpose which is to complete objectives to achieve organizational goals. My Mission: I lay out tasks, responsibilities, work roles and relationships, and by design outline the communication hierarchy. My Needs: Continual review of my form ensures that it is in synchronicity with the growth and development of the organization.
50
Organizational Structure
Organizations are collections of people brought together for a purpose. To achieve this purpose successfully, people need to be organized within the best possible structure. Decisions on structure are primary strategic decisions. Structure can make or break an organization.
Lundy,O. and Cowling, A. Strategic Human Resource Management (1996), p.141. (pg 570 Mullins)
51
Imperial Lifes Organizational Structure
The Organizational Structure of Imperial Life is Division of work by major purpose or function. This structure is where work is departmentalized or grouped according to specialization. Further to this there is a flat hierarchical structure which means there are less lines to trace back to managers. (deduced from Mullins pg 572)
52
Claude Bruneau President & CEO

Kenneth Beaugrand Executive VP & COO VP Investment s
Claude Bruneau Board of Directors Chairman
VP Agencies
VP Corporate Planning & Chief Actuary
VP Product Developme nt and Support
Joy Bollen VP Human Resources
VP Group Marketing Pres. & CEO Laurentian/Imper ial Co.
VP Alternate Distribution Systems
Sr. VP Ind. Marketing
VP Asia
VP General Counsel and Secretary
VP Info Systems & Services
VP Individual Administrati on
VP Finance
53
Important to note
It is important to note that culture has a powerful influence on organizational structure. Internal and external influences, common values, beliefs and attitudes will have a significant effect on organizational processes including the design of structure. Mullins pg 565.
54
in short, a very large proportion of the friction and confusion in current society, with its manifest consequences in human suffering, may be traced back directly to faulty organization in the structural sense Urwick, L. The Elements of Administration, Second Edition, Pitman (1947), pp. 38-39. (Mullins pg 586)
55
Child points out certain problems arise time and time again in struggling companies. Even at the best of times they can point to incipient dangers that have to be dealt with. Deficiencies in organization can play a part in exacerbating each of these problems. High on the list are:
low motivation and morale late and inappropriate decisions conflict and lack of co-ordination a generally poor response to new opportunities and external change, and rising costs Child, J. Organization: Contemporary Principles and Practice, Blackwell Publishing (2005) p. 17 (Mullins pg 587)
56
Imperial Life suffered from at least 3 of these symptoms which resulted in a faulty structure. Using Child to understand Imperial Life we find the following:
issue
Low motivation and morale Late and inappropriate decisions
cause
Inconsistent decisions, lack of delegation, lack of clarity in job definition Lack of timely, relevant information to the right people. Conflicting goals, people working at cross purposes, failure to bring people on teams.
Examples at Imperial Life

Imperial Lifes managers failed to delegate to subordinates. It took Joy Bollen almost a year to finally get serious about the women issues at Imperial. Claude Bruneau was both Chairman of the Board and CEO. He also failed to bring executives to accept his vision of equality within the ranks of the company, often resorting to a paternalistic 57 style of threats.
Conflict
The situation of Imperial Lifes Organizational Structure
58
A Lethal Combo.
Devastator is the combined form of several Constructicons. The combined form takes on a composite role which limits, and in some cases inhibits the roles of the individual elements of the structure and can in turn become detrimental to the existence of the whole. Therefore the whole is not greater than the sum of all its parts- no synergy, as postulated by Gestalt psychology. This is characteristic of Imperial Life where the whole organization was affected by poor HRM practices, ineffective organizational control, a gender divide, and a paternalistic culture, while financially the company performed well.
59
Claude Bruneau : A Tale of Many roles

CEO Role Functions
1. LEADER Advises the Board Advocates / promotes organization and stakeholder change related to organization mission Supports motivation of employees in organization products/programs and operations 2. VISIONARY / INFORMATION BEARER Ensures staff and Board have sufficient and up-to-date information Looks to the future for change opportunities Interfaces between Board and employees Interfaces between organization and community (taken from
Chairman of the Board role functions 1. Is a member of the Board 2. Is a partner with the Chief Executive in achieving the organization's mission 3. Provides leadership to the Board of Directors, who sets policy and to whom the Chief Executive is accountable. 4. Chairs meetings of the Board after developing the agenda with the Chief Executive. 5. Encourages Board's role in strategic planning 6. Appoints the chairpersons of committees, in consultation with other Board members.
60
http://managementhelp.org/boards/ brdjobs.htm#anchor321357)
Claude Bruneau : A Tale of Many roles

CEO Role Functions Chairman of the Board role functions
3. DECISION MAKER Formulates policies and planning recommendations to the Board (he may suggest policy that he himself will have to approve, therefore no checks and balances) Decides or guides courses of action in operations by staff 4. MANAGER Oversees operations of organization Implements plans Manages human resources of organization Manages financial and physical resources
5. BOARD DEVELOPER Assists in the selection and evaluation of board members Makes recommendations, supports Board during orientation and self-evaluation Supports Board's evaluation of Chief Executive
7. Serves ex officio as a member of committees and attends their meetings when invited. 8. Discusses issues confronting the organization with the Chief Executive. 9. Helps guide and mediate Board actions with respect to organizational priorities and governance concerns. 10. Reviews with the Chief Executive any issues of concern to the Board. 11. Monitors financial planning and financial reports. 12. Formally evaluates the performance of the Chief Executive and informally evaluates the effectiveness of the Board members. 13. Evaluates annually the performance of the organization in achieving its mission.
61
The backlash of the clash of many roles :
CEO gone Wild!

The roles of CEO, President and Chairman of the Board are all essentially different functions. From the previous table the CEO is primarily the visionary and decision maker, the Chairman of the Board is primarily the one who represents the interest of the shareholders on the board and the President executes the business plan. Hence the president reports to the CEO who in turn reports to the Chairman of the Board who acts as the bridge between the shareholders interests and concerns and that of the senior executive team. In the case of Imperial Life Claude holds all 3 positions simultaneously. It is therefore necessary to split these roles to ensure proper checks and balances.
62
According to the Business Week article, Splitting the CEO and the Chair:
In large scale business organizations the CEO must manage in a complex, challenging and time consuming environment. Many roles takes away from organizational effectiveness. To extract the knowledge and skills board members possess requires a leader who can draw that out in absence of the CEO whose presence may silence members from being critical of management. In a CEO/Chairman role there can be no fair assessment and monitoring of self.
McCaferty, J. (2009) http://www.businessweek.com/managing/content/jun2009/ca20090612_359 612.htm
63
However at Imperial
Claude Bruneau held the role of CEO and Chairman of the board in one of Canadas largest insurance companies at a time of great economic change. High turnover in board as people left due to none buy-in of Claudes vision. Furthermore his paternalistic, authoritarian style could not have been kept in check as there was no sentinel, in the form of another person, to add balance. Therefore with Claude in different roles it would have been challenging for him to recognize those aspects of his personality that could have been harming the organization, for example his paternalistic style.
64
Pros and cons of Claude holding major positions Pros

1) The different positions allowed Claude to provide opportunities for women to advance at Imperial Life. Decisions were made faster holding these major roles as bureaucracy was minimized.
Cons
1) With no checks and balances Claudes paternalistic style clashed with some senior executives which influenced their decision to leave Imperial Life. Claudes rate of change was so fast that communication to lower level staff became lagged and left many in the dark about exactly what was taking place.
2)
2)
65
In Conclusion
The organizational structure is therefore not static and is influenced by factors such as culture, strategy, and personalities.
Holding multiple important roles in any organization, as in this case, resulted in an unbalanced organizational structure which diminished managerial effectiveness
66
HUMAN RESOURCE
MANAGEMENT
67
What is Human Resource Management?

According to Torrington et al (1995):
Human resource management is a series of activities which: first enables working people and the organization which uses their skills to agree about the objectives and nature of their working
relationship, and secondly, ensures that the

agreement is fulfilled.
OBD Text, page 481
68
The HRM Function Who is responsible?

The HRM function is the responsibility of all managers and supervisors and it is therefore
not confined to an HRM department or HRM specialist. The HR manager would be

concerned mainly with the broader aspects of procedures for example, HR panning, recruitment and selection, HR planning, HR policies etc., acting as a specialist advisor and a support for line managers offering advice when needed. The line manager would be
responsible for the operational aspects of HR within his/her own department. Such activities
would include delegation, on-the-job training and ensuring certain standards of work are met and maintained. According to Johnson et al, for the HRM function to be effective there must be good teamwork, co-operation and consultation between line managers and the HR
manager.
69
HRM Issues at Imperial Life

HR Function
To effectively manage and develop people within the organisation toward the achievement of the companys goals and objectives. To provide guidance and support to all managers and staff
Who is responsible
Departmental Managers
How well IL performed these functions

Not so well. Management at IL did displayed little interest in developing all its staff to their full capacity for the benefit of the organisation and the worker. There seemed to be a gender bias where this was concerned.
Issues Arising
Lack of delegation and training among staff, particularly women Demotivated workers Many women in the organisation were by-passed for promotion due to the lack of skills and know-how to perform higher level jobs
HR Personnel
The Blue and Green books were produced and distributed to staff but the contents were not properly communicated.
The organisations goals,objectives and best practices were still not realised because efforts were not made to ensure that all staff were aware of their individual and departmental requirements for meeting these objectives. Little or no room for clarification of issues or concerns of staff.
To effectively manage relationships in the organisation particularly between management and their workforce To enable staff to utilise their full capacity and reach their full potential to the benefit of themselves and the organisation.
HR Personnel
Conflict and change management was not properly managed and communicated to staff Communication was largely oneway (top down) and impersonal Many times the work potential of women in the organisation was not known or ignored due to a lack of delegation and training .
Departmental Managers
Demotivated and disgruntled workers.
70
HRM at Imperial Life

What they did well: Bill Stanley managing the womens centre Integrating women into upper level management. What was lacking: Delegation and empowerment of staff Lack of proper control mechanisms to monitor individual performance Training and development of lower level staff Minimal succession planning
No clear goals and objectives as a measure for individual performance
Evidence: Low staff morale Demotivated staff Perception of inequality, discrimination and unfairness among lower level staff, particularly towards women Lack of women in high positions Women lacking the skills and training to obtain/fill higher level jobs
71
DELEGATION AND EMPOWERMENT
72
Delegation
What is delegation? According to Mullins, delegation is the process of entrusting authority and responsibility to others throughout the various levels of the organization. It is the authorisation to undertake activities that
would otherwise be carried out by someone in a more senior position.
73
Why delegate?
According to Guirdham, Managers who neglect to, or cannot, delegate are failing to develop the human resources for which they have responsibility. Leads to the optimum use of human resources and improved org l performance. Allows managers to make maximum use of their time to concentrate on the more important tasks at hand. More time managing and less time doing. Provides a means for the training and development of staff and a test for subordinates suitability for promotion. Increases strength of the workforce. Gives employees greater scope for action and opportunities to develop their aptitudes and abilities. Increases job satisfaction and employee morale with increased responsibility and participation in the planning and decision-making process. Helps the employee to satisfy higher level needs.
74
Delegation at Imperial Life

Delegation was lacking at Imperial Life and was evident because many women were overlooked for promotion and therefore the training and delegation of work and responsibility required to be considered for a higher position was something that did not seem necessary or practical. Managers also withheld the power and authority for decisionmaking. In cases where tasks were delegated, managers would reserve the authority of the decision-making to themselves.
Women need help to advance. There is still savvy that you dont get from an MBA which is hard to pick up in an organization where you dont have a mentor And as women get into management ranks, and into a position where they can begin to exert some influencewe havent taught them, or society has taught them, how to be able to impact on that circumstance
many
policies and procedures remained stuck in the 60s and 70s. For example, while Imperial Life
recommended the development of capable backups for critical management positions, it allowed several key executives to treat their immediate subordinates as little more than high-level technicians, reserving all major decisions to themselves.
75
Delegation and the women of IL

At Imperial Life, there was a lack of delegation of higher order work particularly to the women in the organisation due to a perception held by the men in the organisation, the society and in some cases, even the women themselves of the general place and role of a woman.
Women were seen to have a more supportive role in the organisation than a decisionmaking one. This perception of women seemed to have existed mainly at the middle management which appeared to have prevented them from equipping the female staff with the necessary skills and know-how to move up the corporate ladder.
76
Delegation and the women of IL

This was contradictory to Claudes vision as he saw women as a vital resource. He was concerned about the lack of women in senior positions and initiated an attempt to get the commitment of the Executive team to have a female candidate among the finalists for every management position. We need to build a solid base which will force the maintenance of our course of action, by bringing young women into the system who will eventually become directors and officers. Pg 160 in case.
I felt the need to take a meaningful position and send a message from the top down, particularly to skeptical officers. So I decided to use the opportunity of four openings on the 21-member board of directors to appoint three women.quite a shock for some of the board members. Pg 161 in case
77
Delegation and women in IL

Claude laid the foundation for his vision and set the example by hiring these 3 women to the Executive Team as well as Joy Bollen who got promoted twice; from Director of Planning and Development to Executive Director of people issues (a position created just for her) then to VP-HR the following year, making her officially part of the senior management team.
Claude clearly demonstrated his vision which was to delegate responsibilities and empower women to see them advance and be treated as equals within the organization. The salary range for a Vice-President isand thats what youll pay her. Pg 163 in case.
Between 1978 and 1987, the percentage of women in managerial and supervisory levels grew by 51% and women comprised approximately 52% of all the managers and supervisors at Imperial Life. Most of these changes in the malefemale balance however arose as a result of women being brought into the organisation. Women who were already working in the company encountered some resistance from middle management who opposed the delegation of responsibilities to assist in their advancement. Evidence of this was reflected in staff comments from a survey conducted at Imperial Life on the topic of womens issues.
78
Delegation A managers role

According to Fayol and Drucker in their organising function of management, delegation is a must role for a manager for the benefits previously outlined and in addition it also serves to motivate staff who seek autonomy, responsibility and strive for a sense of achievement in work (Mc Gregor Theory Y worker.)
79
Reasons for lack of delegation

Perception of womens place in society
Fear of women outperforming the men

Fear of women incapable of doing a sufficiently good job Managers fear of being blamed for subordinates mistakes Lack of training of how to delegate and identifying the need for it. Lack of appropriate staff
80
TRAINING & DEVELOPMENT
81
SYNOPSIS Imperial Life

Joy- Lack of sufficient training for VP-HR role It is morally wrong to give a person a leadership role without some form of training- wrong for them and those who work with them. J. Adair, The Path To Leadership. Many women in the organisation could not be promoted because they lacked the necessary skills and know-how to advance to the next level. A possible reason for a lack of delegation may have been due to the managers lack of knowledge in knowing how and what to delegate.
Many new managers were hired between 1978 and 1987. Mullins stated that in the 80s, delegation underwent a crisis of confidence.
Implementation of proper control systems for performance with an adequate understanding of how to use them. Lack of mentoring / coaching
82
The Need for Training at Imperial Life

Why was there a need for training? For upward mobility particularly for the women in the organisation To upgrade skills of staff (new technology/ methods etc.) Part of succession planning To meet the new objectives of the organisation that the culture change may bring. To close gaps identified (e.g. Teaching managers how to delegate/supervise and manage performance of subordinates)
83
Benefits of Training at Imperial Life

Widened skill base for all staff in the organization
Giving women an equal opportunity to be selected for promotion, which is consistent with
the vision that Claude has for the company pg 160 My interest in promoting women at Imperial Life is that they constitute a reservoir of talent, probably more aggressive than the other reservoirat the end of the day, in 20 or 30 years, we will have a balanced universe.
Improved management practices

Increased confidence, motivation and commitment of staff More efficient organization Improved customer service
84
Training A management function

Drucker One of his 5 basic operations of a manager is to develop people. Develops people directs, encourages and trains. How well subordinates develop themselves depends on the way a manager manages.
85
Excerpts from the case

Pg 164: But there was no woman in the entire organization who could do it. We had no eligible women at head office and none in our sales force. Pg 166 And promotion from within is very, very rare in the corporation. Somebody is usually brought in from outside. Women need help to advance. There is still savvy that you dont get from an MBA which is hard to pick up in an organisation where you dont have a mentor.
86
PERFORMANCE MANAGEMENT
87
What is Performance Management?

Performance management can be defined as a strategic and integrated approach to delivering sustained success to organisations by improving
the performance of the people who work in

them and by developing the capabilities of teams
and individual contributors (Armstrong and

Baron, 1998).
88
Performance Management at Imperial Life

From the case it was evident that the performances of staff were not closely monitored or measured. This was seen when: Managers were not evaluated based on their expected job functions. Example they did not delegate, train staff Many staff were unaware of the requirements for upward mobility within the organisation. As a woman in Imperial Life, I dont know what it takes to get promoted. There is no clarity on criteria, so the question is often asked How did she get hired. Page 165 in case Joys contribution/progress in fulfilling her duties and implementing ways by which Claudes vision for the org can be met in her new role as VP-HR was not monitored denied lower level staff the authority and power that came with the delegation of responsibilities. Delegation is a managerial function but which was lacking throughout the organisation and which would have allowed managers to focus on the more important decisions allowing them to be more efficient at what they do.
89
The Performance Management Cycle

Role Profile
Plan
Performance agreement
Review
Performance Review
Personal development planning
Act
Performance
Monitor
90
Developing An Effective Performance Management System

1. Performance Agreement:
Defines the expectations of the individual in the form of

objectives, how performance will be measured and the competencies needed to deliver the required results. These
expectations must be agreed upon with the employee.
2.
A personal development plan: Sets out the actions people intend to take to develop themselves to increase their level of competency.
91
Developing An Effective Performance Management System

3. Managing performance:
Coaching/mentoring/training of staff to ensure staff are equipped with the necessary tools,
skills and know-how for fulfilling the objectives outlined. Providing continuous feedback.
4.
Performance review:
A formal evaluation at the end of the year covering the achievements, progress, and areas
for improvement as a basis for a revised personal development plan. Some methods for measuring performance:
a. b. c. d. Behaviourally anchored rating scales (BARS) Achieving objectives Performance agreement or contract 360 feedback
92
Methods of measurement and review of performance

1. BARS (Behaviourally anchored rating scales)
Key behavioural aspects of the job are identified

Good/average/poor performance are defined and a
scale point is developed.

Staff performance is measured against the defined behaviours on the point scale to measure performance Time consuming and costly to implement
93

2. Achieving objectives Objectives are set and must be SMART: S- Specific M- Measurable A- Achievable R- Relevant T- Time-bound and the appraisal is based on the extent to which the objectives were successfully met and within the timeframe given. This method of performance review can especially be used for the Executive Management team at IL whose performances are less behaviour based and more task related eg: having specific profit targets, expenses/budgets within which they have to operate etc.
94

360 degree feedback model
Manager
Peers
Individual
Internal Customers
Direct Reports
95

3. Performance agreement or contract Proposed by Stein. Members of staff create a succinct document, agreed with their superior which outlines their proposed
contribution to the business plan of the organisation. This

forms the basis of their individual performance review as performance is rated based on whether the agreed contributions/plans were met.
96

4. 360 degree feedback
This involves feedback from different groups in a work situation

example bosses, peers, subordinates and customers usually in the form of a questionnaire.
It allows for increased self awareness (identifying any

discrepancies between how we see ourselves and how others see us Johari window) Enhanced self-awareness is a key to maximum performance as a leader
97
CULTURE
98
Organisational Culture
Atkinson defines culture as the way things are done around here...Organizational culture reflects the underlying assumptions about the way work is performed; what is acceptable and what is not; and what behaviour and actions are encouraged and discouraged
(Mullins page 721)
Prior to the arrival of Claude we can note that the culture emphasized exactness and detail down to ridiculous extreme. The company was stuck in a phase of traditionalism with the companys direction set by the actuaries the professional insurance mathematicians. Schein suggests three (3) levels of culture from the shallowest to the deepest 1.Level 1 Artefacts. This is described as the most visible level including the environment and physical layout as well as the behaviour expressed by the groups members. 2.Level 2 Espoused Values. Where cultural learning reflects the original ideas of an individual using reality as a solution to deal with a new tasks, issues or problems. 3.Level 3 Basic underlying assumptions This is where a solution has been used repeatedly and as such overtime is taken for granted.
(Mullins page 722)
We can clearly see that the second level is what applies to Imperial life since Claude Bruneau used this strategy to recreate the vision of the company as a means of gaining greater market share in the financial services industry and as such creating a market specifically targeted towards women thus maintaining a competitive advantage. Claude saw the solution to the problem of productivity, growth, innovation and low employee morale based on the employment of women in top management positions. As a result Claude aggressively demanded that change within the organization be implemented at his pace neglecting the fact that resistance by other management would be inevitable
99
It can be noted that the culture of an organization is not innate but has to be developed over time. There are however key influences on how this culture can be formed namely the organizations HISTORY, PRIMARY FUNCTIONS and TECHNOLOGY, GOALS and OBJECTIVES, SIZE, LOCATION, MANAGEMENT and STAFFING and the ENVIRONMENT. At Imperial Life we can see that the culture of the organization prior to Claudes appointment as CEO was shaped by several factors the companys HISTORY; MANAGEMENT AND STAFFING, FUNCTIONS as well as its GOALS AND OBJECTIVES.
Imperial Life had grown slowly but steadily emphasizing traditional products and methods....the companys direction was set by actuaries the professional life insurance mathematicians...In the past the company culture had emphasized exactness and detail down to a ridiculous extreme.
(Case page 156)
Because of this, change in such a rapid and aggressive manner was difficult to envision by the already exiting management team who were accustomed to the way things were done at the company. Lessons learnt are very difficult to unlearn. Learning is about more than simply acquiring new knowledge and insights; it is also crucial to unlearn old knowledge that has outlived its relevance. Thus, forgetting is probably at least as important as learning. Gary Ryan Blair
100
With the appointment of Claude Bruneau in 1983 we saw a strong push for a change in the companys culture specifically through a change in MANAGEMENT and STAFFING and company POLICY. Claude was seen as a visionary who could recognise and understand changes in society.
This was something that was not embraced by the rest of the management team since they were
already acculturated in a traditional manner.
During the early 80s senior management was having difficulty coping with the stated objectives
of a new kind of company culture open, people-centered, performance-driven, flexible and

entrepreneurial...Impatient with the pace of change, the CEO along with the VP-HR initiated the development of systems under which Imperial Lifes culture would be reshaped.
(Case page 160)
It is not that change was not wanted at Imperial Life since they saw Claude as a visionary. Rather people were not aware of the change that was taking place and what effects it would have on the individual hence their resistance.
101
Whittington, Johnson and Scholes 2005 in their work Exploring Corporate Strategy present different aspects of a proper analysis of organizational culture in the form of a cultural web. At Imperial Life we see the amalgamation of three (3) major cultural traits. Routine Behaviours where the members of the organization behave in particular ways toward each other which make up how things are done or how things should happen. Power Structures where the
most powerful individuals may be based on management positions and

seniority. Control Systems where the measurement and reward systems emphasise what is important to monitor. These all lead to The Paradigm where the organization encapsulates and reinforces the behaviours observed in other elements of the cultural web.
102
Cultural Web
THE PARADIGM
CONTROL SYSTEMS
POWER STRUCTURES
ROUTINE BEHAVIOURS
103
RESISTANCE TO CHANGE Although organizations have to adapt to their environment, they tend to feel comfortable operating within the structures policies and procedures which have been in place from the initial formulation of the company thus creating a comfort zone. Most companies fall in to a trap of relying on these innate strategies which allows them to set up defenses against change and place more focus on the operations that they perform well while neglecting the other factors (innovation, training and development) which gives rise to loss of market share, low employee morale as well as a loss of their competitive advantage. weve been lead by fairly introverted types of people very inward-looking, traditional, risk-averse and driven by the technical side of the business
(Case page 157)
the perception of a career in life insurance sales was low in the eyes of the average customerpublic respect for the product and for the agent himself was not very high we feel embarrassed about the product that we sell.
(Case page 157)
104
Mullins points out that there are five main reasons why companies form a barrier to change namely because of: 1. Organization culture (culture of an organization develops overtime and may not be easy to change) 2. Maintaining stability (The more mechanistic or bureaucratic the organizational structure the less
responsive the organization will be to change)
3. Investment in resources
(Change requires capital and resources which may have already been committed to other areas or strategies) (Organizations can enter into contracts or agreements with other parties and this can limit changes to behaviour) (Change can be seen as a threat to senior staff positions. Overtime where a group of people hold a particular perception territorial right they are likely to resist change)
4. Past contracts or agreements 5. Threats to power or influence
At Imperial life it is clear that barriers to change existed mainly because of a fear of threat to power or influence as well as the general organizational culture and were very prominent when Claude embarked upon his mission to change the companys culture.
Great importance was attached to the modeling by Imperial Lifes executive members of the new values they wanted others to buy into. Unfortunately many of the senior managers were unable or unwilling to change their values and behaviours to conform to the new standards. This result was an almost complete turnover of the Management Committee .
105
Gender discrimination
From as early as the 1970s we notice that women have become increasingly active in the world of work. However they have not been and in some instances still not represented throughout the occupational structure. Haralambos suggest that this contributes to the following
Horizontal segregation:- the extent to which men and women do different jobs. Vertical segregation:- the extent to which men have higher status and or higher paid jobs than women.
It is clear that both horizontal and vertical segregation existed at Imperial Life. Women in management positions were unheard of and very hard to come to terms with. Part of the culture change within the company was the slowly shifting malefemale imbalance. The executive group paid lip service to Claudes ideas about the changing role of women. - This is just another one of the chairmans ideas ... Well have to deal with it for a while but it will go away.(Case page 161)
106
Gender discrimination may not only be related to unfavourable experiences of women in the workplace but may result from a basic social psychological process i.e. Stereotyping. Stagnor (1988) points out that descriptive stereotypes the constellations traits and attributes which are used to describe men and women are applied to individuals in the work environment and become the basis for inferring their initial stable characteristics. Thus even in situations where person A may have very little knowledge about person B, he or she will infer a set of characteristics about person B from the general category of man or woman to which Person B belongs. This was indicative of Imperial Life and mainly caused by the company's cultural traditions of female exclusion at higher level positions. ...the industry has been a male dominated bastion..This environment has been as resistant to change as any in the financial sector. It has been the most extreme male chauvinist faction existing in our society, in terms of believing women have two places the kitchen and the bedroom. (case 163) Women were not brought up to think like men-they didnt have the opportunities for team sports, etc. I talk to our ladies about the things they should or should not do, to help them do better at their careers; and I wont provide a chance for a female unless I know shes capable of handling additional responsibilities. (case 170) Because of this Imperial Lifes women are not given the opportunity to be promoted to higher level positions regardless of having the necessary qualifications and or 107 experience.
Salary differences between male and female workers at Imperial Life
108
Job differences between men and women at Imperial Life

60
50
40
30
20
10
0
Depart. Heads Supervisors Directors Exec. Officers Specialists Unit Heads
WOMEN
MEN
109
Organizational Culture
Chatman and Cha suggest that every company has a culture-good or bad and in order for leaders to develop, manage, and change their culture there must be the use of three managerial tools namely recruitment and selection; social tools and training and reward systems. It is important to employ persons who fit the companys culture even if this may involve overlooking some technical skills for a better fit while at the same time developing practices that enable people to understand the values, abilities, expected behaviour and social knowledge. At Imperial Life it was clear that this did not take place. Was Claude the right fit for Imperial Life? even though he may have had experience in senior management and considered as a visionary its not clear if his vision was in sync with the mission of the organization. His intentions were good but his strategy for implementation was very poor. This was also the case for Joy. Again we ask if Joy was the right fit for Imperial Life as Chatman and Cha suggest it may be better to sacrifice some technical skills. We also see that Joy was not informed or did not receive any matriculation into Imperial Life. She was not brought up to date with the existing cultures of the organization and its environment.
110
Kotter and Cohen suggests some of the following actions which can be implemented in order to secure effective change.
Create a sense of Urgency
This should be done among all members of the organization both upper level management and lower level staff through the process of staff meetings, organization news letters etc.
Create Visions for the Organization
The vision of the organization could be re written as a means of encouraging staff to be more focused on what the companys intention for development would entail. Again staff should have the opportunity to be part of the process thereby making them part of the vision for change hence minimizing resistance.
Communication
ALL staff regardless of position should be kept acura of any changes taking place within the organization since change regardless of how small affects all parties involved. This can be done via dissemination of information at staff or departmental meetings, use of memos, use of company newsletter, via internal e-mail etc.
EMPOWER ACTION
Ensure as best as possible the participation of ALL stakeholders (staff, partners, customers) in decision making processes & a genuine feeling of shared involvement. Stakeholders should have an opportunity to share their opinion on change this can be done through anonymous surveys. This should be done preferably before the actual introduction of any new systems or major changes. The use of working parties, liaison committees, steering groups and joint consultations may assist discussions and participation and help maintain the momentum of the change process.
Do not let up
The process of change should be continuous and there should be no major lapse with its implementation.
Make change stick
This is where nurturing of the change culture is important specifically relating to the development of group norms of behaviour and shared value.
111
Within Imperial Life it was clear than none of the points identified as solutions to the problem had been explored and this should have been initiated from the managers directive. Mullins concurs by pointing out that One of the most important factors of successfully implementing change culture within the organization is through managerial behaviour. According to Reis and Pena It is also clear that Claude neglected the human resistance issues. Instead Claude should have 1. Communicated his ideas for change at a managerial level 2. Communicated his ideas for change at a non-managerial level through his VPs and divisional managers and as a whole through staff workshops giving all parties involved an opportunity to give feed back and open debating. 3. Formed good relationships with all staff members. make everyone feel important.
112
According to Mullins the effective management of change must be based on a clear management of human behaviour at workPeople experience a range of emotional involvementsemotions of fear and frustration hence creating defence mechanisms and negative attitudes which foster resistance to change.
Drucker contends that one CANNOT manage change. One can only be ahead of it... We need to accept that change is unavoidable ...In a period of rapid structural change, the only companies that will survive are the Change Leaders. Claude should have seen change as an opportunity In order to effect this properly Claude should have looked for the change, find out which change was the right change and then find a way of making this change effective both out side the organization and inside.
113
PROBLEM LACK OF TRUST
SOLUTION
ACTION TAKEN/TO BE TAKEN
CHALLENGES
Discouraging Elimination of the executive Resistance from organizational or private dining rooms management hierarchies elimination of the we VS they syndrome Claude should be open to share his directives for change with ALL other employees The establishment of liaison committees, steering groups and joint consultations where open participation and discussion will take place. Staff retreats
The organization can implement a system of anonymous suggestion boxes. Also they can encourage staff social clubs which bridges the communication gap between upper and lower level staff
114
LACK OF GENUINE STAFF PARTICIPATION
LACK OF COOPERATIVE TEAM SPIRIT
Allow ALL stakeholders to feel and influence the change which may be taking place
PROBLEM LACK OF INCENTIVE PAYMENT SCHEMES
SOLUTION Implementation of incentive schemes as reward for hard work HR should recruit people who match the organization and its ideals and ideologies for embracing change
ACTION TAKEN/TO BE TAKEN
CHALLENGES
Incentive schemes can be on Financial stability of an individual basis with the organization bonuses being paid to each member of staff according to effort and performance HR should be more specific in relation to advertisement for vacancies and prospective candidates should be able to fit the organization. There should also be the potential for the introduction of training and re-training programmes in order to foster and develop new skills and to reinforce old skills.
LACK OF A CAREFULLY DESIGNED HUMAN RESOURCE

MANAGEMENT
ACTION PROGRAMME
115
Behaviour Modification
According to Mullins Lewin suggest that there is a three phased process used for combating behaviour modification as a means of resistance to change and improved performance. The first phase is the unfreezing stage-this is where the organization reduces the forces which maintain behaviour in its present form, thereby recognizing a need for the process of change to take place and for improvement to occur. At Imperial Life there is a need to unfreeze all the traditional behavioural and management ideologies which exists. The company has been asleep for a number of years-a whole generation. The business was stale. The Management lacked a sense of purpose and direction. Movement-This is where the development of new attitudes and behaviours take place through the implementation of change. Here is where we see Claude and his change initiatives coming into effect. Unfortunately many senior managers were unable or unwilling to change their values and behaviour to conform to the new standards. The result an almost complete turnover of the Management Committee.
116
Refreezing-this is where change stabilization takes place at the new level and where there is reinforcement through supporting mechanisms. This was seen at Imperial Life through the development of the companys Blue and Green books. This refreezing process was however not fully embraced since uncertainties and ambiguity still existed as to the pace and structure of change.
117
118
Managers and other change agents use various means of mobilizing staff, exerting power and influence over others and getting people to support planned change efforts. Each power source has somewhat different implications for the planned change process. This can be expressed through the following methods:Forced Coercion This strategy uses authority, rewards and punishment to create change. That is that the change agent acts unilaterally to command change through his or her authority. This was indicative of Claude who nonetheless visionary was only concerned about implementing his change, in his way and at his own pace regardless of the increase in employee haemorrhaging especially at the upper management level. Rational Persuasion This strategy uses rational argument, facts and special knowledge to create change. This assumes that rational people will be guided by reason and self interest in deciding whether or not to support a change. Expert power is mobilized to convince others that the change will leave them better off than before. Shared Power This strategy uses participatory methods and emphasises common values to create change. This method actively and sincerely involves the people who will be affected by the change by trying to develop directions and support for change through involvement and empowerment thereby building essential foundations such as values, group norms, and shared goals so that change happens naturally.
119
COMMUNICATION
120
Communication
Communication is derived from the Latin communis- to be in common with. In addition to communality it includes the concepts of transmission, meaning and information. It involves the: giving receiving or exchanging information, opinions or ideas by writing, speech or visual means, so that the material communicated is completely understood by everyone concerned
121
Communication
Perceived reality, not actual reality, is the key to understanding behaviour. How we perceive others and ourselves is at the root of our actions and intentions. Understanding the perceptual process and being aware of its complexities can help develop insights about ourselves and may help in reading others.
Mullins, Managing Organizational Behaviour, pp. 208
122
Communication involves all five senses

Hearing
Smell
Seeing
Touch
Taste
123
Communication- Process
Encoding
Sender
Channel
Message
Feedback
Channel
Receiver
Decoding
124
Communication- cycle of perception
Person A speaks, moves, gestures, etc.
Person B interprets As speech, movement and gestures in order to understand As motives, emotions, assumptions, attitudes, intentions, abilities
B responds in speech, movement, gesture, etc.
A responds in speech, movement, gestures, etc.
A interprets Bs speech, movement and gestures in order to understand Bs motives, emotions, assumptions, attitudes, intentions, abilities
125
Mullins pp. 223
Interpersonal Communication
Clarity and impact apart, communication will be effective only if you can convince the audience about what you are telling them or showing them.
Fitzherbert, quoted in Mullins pp. 224
The framework for any communication is determined by the expectations and perceptions that you trigger Expectations & perceptions can be reinforced or diminished by prestige, atmosphere and environment, and desire. Communication can register effectively only when it builds on what the audience already knows. The brain filters out most of the information it receives, leaving only what it considers important.
126
Interpersonal Communication- Two major approaches used

The Neuro-Linguistic Programming (NLP) approach;
The Transactional Analysis (TA) approach
The NLP approach can illuminate areas of understanding and help to improve communication skills. The TA approach is a theory that encompasses personality, perception and communication
Mullins (2007) pp. 241
127
Interpersonal Communication-NLP
Developed by John Grinder & Richard Bandler back in the 1970s. Name originates from the three disciplines which all play a part when people communicate, namely:
Neurology- the process linking body & mind Linguistics- the study of words an how these are understood and communicated. Programming- refers to behaviours and strategies used by individuals.
128
Communications NLP
NLP emphasizes the significance of the perceptual process and the way in which information is subjectively filtered and interpreted. These interpretations are influenced by others and the world in which we live. Gradually individuals learn to respond and their reactions and strategies become programmed, locked in, automatic.
129
Communications NLP
At the heart of NLP concerns awareness and change. Initially knowing and monitoring ones own behaviour and being able to consciously choose different reactions are fundamental to the process. Selecting from a range of verbal and non-verbal behaviours ensures control happens and changes automatic reactions into consciously chosen programmes.
130
Communication- Transactional Analysis

This tool is used to explain the dynamics of interpersonal communication.
Developed originally by Eric Berne. It has two basis underlying assumptions:
All the events and feelings that we have ever experienced are stored within us and can be replayed, so we can re-experience the events and feelings of all our past years. Personality is made up of three ego states that are revealed in distinct ways of behaving. The ego states manifest themselves in gesture, tone of voice and action, almost as if they are different people within us.
131

In Bernes model the ego states are labelled as follows: Child ego state Parent ego state Adult ego state
132
The Child ego state is reflected in behaviour that demonstrates the feelings we remember as a child.
In the Adult ego state behaviour that concerns our thought processes and the processing of facts and information. In this state we may be objective, rational, reasonable. The Parent ego state concerns the attitudes, feelings and behaviour incorporated from external sources, primarily our parents. This state refers to feelings about right and wrong and how to care for other people.
133

Application to Imperial Life Individual Level Claude seems to demonstrate the parent ego state in most of his interactions with top management at Imperial Life. At times he behaves using the Child ego state.
134
Communication- Attribution Theory

Attribution is the process by which people interpret the perceived causes of behaviour.
Heider is generally regarded as the initiator of attribution theory. He suggests that behaviour is determined by a combination of perceived internal forces and external forces.
135

Heider: Internal forces relate to personal attributes such as ability skill, amount of effort or fatigue External forces relate to environmental factors such as organisational rules and policies, the manner of superiors, of the weather.
136

Heider: Behaviour may be explained by the locus of control, that is whether the individual perceives outcomes as controlled by themselves or by external factors. Judgements made about other people will also be influenced strongly by whether the cause is seen as internal or external.
137

Kelley suggests three basis criteria in making attributions: Distinctiveness- how distinctive or different was the behaviour or action in this particular task or situation compared with behaviour of action in other tasks or situations? Consensus- Is the behaviour or action different from, or in keeping with, that displayed by most other people in the same situation?
Consistency- Is the behaviour or action associated with an enduring personality or motivational characteristic over time, or an unusual one-off situation caused by external factors.
138
Communication- Attribution Theory- Kelley

Low distinctiveness Low consensus
Internal forces Personal factors
High consistency
High distinctiveness
High consensus Low consistency
External forces Environmental factors

139
Communication- Attribution TheoryKelleys criteria applied to Imperial Life

Distinctiveness
Internal attribution Imperial Lifes Womens Financial Planning Centre fell below expectations.
Consensus
Female staff combined with female customer base resulted in poor performance Insurance products targeted at women are received coldly
Consistency
WOMAN AGAIN!
External attribution
Imperial Lifes Womens Financial Planning Centre was innovative for its time.
After familiarisation with product demand by females eventually caught on

140
Communication at Imperial Life
141
Communications at Imperial Life

Essentially Top down or Vertical
Board of Directors Senior Management Middle Management Supervisors Male Staff Female Staff
conduit
No feed back
Receiver ????
142
Communication- Criteria for Promotion at Imperial Life

Criteria for promotion is not clearly communicated. This lead to the perception among female staff that you have to be male to be promoted.
143
Communication Communication at
Imperial Life suffered from this phenomenon
We have been working at communications downward from management to the employees, from the superior to the subordinate. But communications are practically impossible if they are based on the downward relationship. This much we have learned from our work in perception and communications theory. The harder the superior tries to say something to his subordinate, the more likely is it that the subordinate will mishear. He will hear what he expects to hear rather than what is being said.
144 Peter Drucker- the Effective Executive pp.68
Communication
But executives who take responsibility for contribution in their own work will as a rule demand that their subordinates take responsibility too. They will tend to ask their men: What are the contributions for which this organization and I, your superior, should hold you accountable? What should we expect of you? What is the best utilization of your knowledge and your ability? And then communication becomes possible, becomes indeed easy.
Peter Drucker- the Effective Executive pp.68
145
Communication
Once the subordinate has thought through what contribution should be expected of him, the superior has, of course, both the right and the responsibility to judge the validity of the proposed contribution.
Peter Drucker- the Effective Executive pp.68
146
Communication
REMEMBER THAT ASSUMPTION IS THE MOTHER OF ALL S And dealing with the non-verbal cues to communications that youre essentially dealing with PEOPLE
(P) OSTURES & GESTURES (E) YE CONTACT
How do you use hand gestures? Stance?
Hows your Lighthouse? How do you position yourself?
(O) RIENTATION
(P) RESENTATION (L) OOKS
How do you deliver your message?

Are your looks, appearance, dress important? Are you using facial expressions to express emotion?
147
(E) PRESSIONS OF EMOTION
IMPERIAL LIFE SUCCESSES
148
Imperial Life successes

Challenge Faced
Integrating women at higher echelons in organisation
Strategy Employed
Strived for female candidates to be among finalists for every management position
Positives
This demonstrated the companys commitment to increase female representation at management levels, and increased the level of trust women had in the company in addressing the issue of the gender imbalance of power He hired dynamic women to assist, who in turn hired and trained several new graduates as financial planners.
Impact
Increases in percentage of female managers and supervisors , most notably in the Executive Director and Director positions, where there were no females previously. Imperial Life noted as pioneers in Canada with regards to womens issues Fostered a mentor system, where female staff had female leaders to look up to upon entering the company
Finding the best suited person to supervise the new Womens Financial Planning Center, when pool of suitable female candidates very limited
Using best HR practices, a capable, long-standing male employee was made manager.
149
How do shareholders view IL?
Balanced Business Scorecard
Financial Perspective Goals

Reach second quartile on list of competitors Grow asset base
Measured Objectives
Company increased in size three fold Increased quarterly sales reports
How do IL customers view company?
What shoud IL excel at?
Customer Perspective Goals

Offer new products Gain trust of customer
Measured Objectives
Product launches at new financial year Customers investing in different IL products repeatedly
How can IL improve employee relations?
Innovation and Learning (Development) Perspective Goals

Specalised female products
Measured Objectives
Womans Financial Planing Center established
Internal Business (Interpersonal) Perspective Goals

Improve gender relations Progressive working environment
Elevate IL brand
Measured Objectives
Keeping ahead of competition
OPTIONS ANALYSIS
151
Strategy Options
Individual
Option 1 - Keep the Status Quo Option 2 - Replace Joy, Replace Claude Option 3 - Adjust pace of change and level of expectation from change initiatives, Revise HR Policies, Re-structure Organisation Option 4 (Final Solution) - Change Management Model:
Key components of Final Solution within Change Management Model
Management agreement with pace of Change Initiatives Re-structuring at executive level: Claude and Joy All Aboard Conference Revision of HR policies and procedures: e.g. Gender diversity, and Succession Planning, PMS
Individual & Organisation

152
Option 1- Keep Status Quo

Rational behind strategy Why do nothing?:
In Claude We Trust: Imperial Life would trust that under Claudes
leadership, there would be growing pains, but everything will normalise and improvements will be seen in time.
We know what we have to do: The standards of performance have already been established by the Company (Blue and Green books), all that remains is for Management and Staff to follow. The bad apples have fallen: Those who have resisted the change initiative left the organisation. The obvious obstacles to the culture change have been removed, so the change initiative can continue unimpeded. What Problem?: Joy is unclear if a problem even exists, and what actions need to be taken, if any. Imperial Life was showing healthy growth (tripled in size over two year period) and women attaining higher positions in the company (number of female managers and supervisors grew by 58%).
153
Advantages and Disadvantages

Advantages No resources spent on any corrective action (Time, Cost, Human) Claudes strategy will persist, with womens interests being a key component. Disadvantages Existing low employee moral continues to decline and causes drop in productivity Attrition rate can increase due to resistance to change initiatives Lack of monitoring makes training and development difficult, if not impossible. For Claude he had a very confusing rate of vision both long and short hence it was difficult for him to be on top of every issue. Existing gender divide may widen, if no action taken. Only women were targeted in culture change strategy
154
Possible results
Under Claudes leadership, Imperial Life will continue to see growth and organisational performance will improve. Current trend will continue. Both male and female staff will continue to show effects of low employee morale. Eventually, productivity will decrease and begin to affect organisational performance
155
Option 1- Keep Status Quo (Fishbone no solution)
156
Option 2 Replace Joy & Claude

JOY Rationale behind strategy : As Vice President of Human Resources Joy is expected to act swiftly and decisively to requests made by the CEO. However because of her indecisiveness to Claudes directives it is wise to have her replaced.
When to implement strategy: Immediately

Strategy to rehire: 1) Hire someone who has considerable experience in Human Resources especially experience in gender diversification. 2) Hire someone who will be able to act more decisively examining the individual attributes to see if person is the right fit to the organization.
157
Pros and cons of replacing Joy

Pros A capable VP HR who will: 1) inform lower level staff of company policy 2) Put an efficient system of succession planning and delegation in place Cons 1) The transition time to find a suitable replacement at that level can exceed 2 months, 2) Executives may lose faith in Claude, since he personally appointed Joy and defended her position and status. 3) New person may not be any different from Joy 4) Claudes decision in future appointments will be questioned. 5) Imperial Life may have to pay Joy a large severance package
158
3) Provide policy to effectively deal with gender discrimination 4) Promptly respond to CEO demands.
Replace Joy Considerations and Alternatives

Joy brought a wealth of experience to Imperial Life.
Twenty-one years experience in institutional management, management consulting, and human resource management aspects of the banking industry had prepared her well for her new position.
Imperial Life has a valuable asset in Joy, but she is better suited in a role where her primary function is planning and development of HR strategies and policies, and no direct involvement in the details of the implementation process. Creating a new position to assist Joy in the implementation process would help with her daunting responsibilities, and will probably let her focus more keenly on the long term and strategic plans for HRM policies in Imperial Life. Joy remains at Imperial Life
159
Option 2 Contd - Replace Claude

Rationale: Contributed to decreased employee morale and dissatisfaction at
Executive and managerial level resulting in a high turnover and loss of

specialised skills/ knowledge Unrealistic expectations (timeframe given to achieve goals) Vision to include women at all levels in the organisation contradicted the inherent paternalistic culture A democratic style of leadership is more fitting to the culture of the company
160
Advantages and Disadvantages

Advantages
It gives the board the opportunity to hire 2 persons to fill the three vacant positions that Claude filled (Chairman, CEO and President). The way in which Claude made decisions were streamed lined with no checks and balances. More compromise was taking place. New CEO may work at a pace conducive to IL.
Disadvantages
Finding a person/s to fill the position can be time consuming. Filling high roles are difficult since we do not have large pools to pull from.
The new CEO may not be visionary with an acute social consciousness who could recognize and understand changes in society.
Finding someone whose leadership style is more fitting to Imperial Lifes culture. A democratic style is preferred.
161
Replace Claude Outcomes and Alternatives

Claudes three-position arrangement in Imperial Life threw together both long and short term vision, as well as varying reporting structures: The Chairman of the Board represents the interest of the stakeholders, and presides over the board of directors. The CEO plans strategies for the company and has a vision for the long term goals of the organisation. The President is involved in the day-to-day operations as directed by strategies outlined by the CEO. Re-structuring of the executive leadership in Imperial Life is required.
162
Replace Claude Outcomes and Alternatives

Imperial Life needs Claude
Claude proved to be an effective leader insofar as strategic planning for Imperial Life is concerned. His vision for aligning Imperial Lifes products with an emerging female market could well be the competitive advantage Imperial Life needed to have sustainable growth in the increasingly competitive insurance industry. The issue of gender diversity was also a keen interest of his, and with proper planning and implementation better organisational performance could be realised. By making Claude ineligible for Chairman next voting cycle, and simultaneously celebrating his contributions, he could focus his attention on his role as CEO providing direction to Imperial Life. Claude remains at Imperial Life as CEO
163
Option 2 Replace Joy & Claude (Fishbone solution)
164
Option 3 Adjust pace of change and expectation levels

Rational behind strategy Whats wrong with the pace, momentum of change and how tranformatory and expectation levels?
Clearly, there was a discrepancy between Claude and Management in how quickly the Change Initiative should take place, and even the expected results. In holding three key leadership positions, Claude was able to effect change very rapidly.
During the early 80s, senior management was having difficulty coping with the stated objectives for a new kind of company culture Three options exist in addressing this:
1. Slow down Claude Help Claude realise hes expecting too much, too quickl 2. Speed up Management Help management meet Claudes expectations by understanding that you get on board or leave 1. Agreement - Claude and Management agree on how fast change should take place, and what they should expect from the change.
Adjust pace of change and expectation levels

Strategy
Slow down Claude
Method
Board meeting to show Claude that the rapid change is having a negative effect (E.g: High senior management attrition rate). No retention strategy was used. Tacit knowledge allowed to walk out the door
Insist that management meet objectives within set timeframes. Sanctions would be put in place for unmet objectives. (Change in job position (lateral move), training, demotion, severance packages) Management and Claude agree on what is expected, what and the timeframe in which they will be done
Advantages
Management may be better able cope with stated objectives This gung-ho approach removed obstacles to the movement
Disadvantages
The pace could still be too fast for management to cope with. No way of knowing that management may still be able to keep up with pace. Claude may feel frustrated in having to compromise his plan. Interrupting his visionary attributes
Workers may become frustrated, disgruntled and demotivated Turnover rate may increase Quality of work may be sacrificed in place of speed
Speed up Management
Intended changes are met at a faster rate The organisation becomes more efficient in its operations. Claude is satisfied with rate at which management is getting things done. There is buy-in to the strategies to be employed in the change process by management Management will be more motivated to effect change as they would feel like an essential part of the companys success
Agreement
The change may not be at the rate Claude had initially intended it to be. Claude will still have to compromise on pace. Coming to an agreement on what should be done and how would be time-consuming and may not be 100% reflective of 166 Claudes vision
Option 3 Management agreement in change

initiative, implement a PMS, revise HR policies.
Rationale behind strategy: Ensure that all parties are at the same level with respect to change and its process. PMS will allow for continuous monitoring and evaluation of all staff and stakeholders (internal and external) Revising HR policies can allow for more precise recruitment selection (the right fit). Proper selection of workshops and training programmes which could address the gender divide, communication and succession planning.
Option 3 Management agreement in change

initiative, implement a PMS, revise HR policies. Contd
ADVANTAGES Clarity on changes being implemented Clarity on what it takes to get promoted. Feedback is being addressed in the control structure of Imperial Life Bridging the communication gap (all stakeholders included) Give example from case facts of the stakeholders Improved levels of production due to a clearer understanding of DISADVANTAGES Policy implemented but not followed (no buy-in by stakeholders) Time to implement these effectively could be lengthy . Tried to make change before and did not work since pace was too slow. There is a lag factor. Joy had to make change in 1 yr Requires a lot of financial resources (training and development programmes and workshops, retreats.)
168
Effectiveness of Option 3 - Management agreement in change

initiative, implement a PMS, revise HR policies. The general benefits of this option will strike at some of the core issues at Imperial Life namely the lack of communication, poor HR policies and lack of buy in from management. While there are possible outcomes that may prove a hindrance to the overall intent of the changes these can be lessened by the introduction of other options.
169
Option 3 HRM, PMS, Change Management (Fishbone solutions)
170
IMPERIAL LIFE
THE FINAL SOLUTION
ACTION PLAN
Final Solution- Change Management Model:
Key components of Final Solution within Change Management Model
Management agreement with pace of Change Initiatives Re-structuring at executive level: Claude and Joy All Aboard Conference Revision of HR policies and procedures: e.g. Gender diversity, and Succession Planning, PMS
Based on the options analysis, the Final Solution was created using the actions that would best address the issues as described on the fishbone diagram.
172
Moving forward Options Assessment

Option 1: None of the issues have been addressed. The increasing stakeholder dissatisfaction due to unclear objectives, lack of succession planning will worsen and eventually heighten the business impact, increase job flight and the creation of a workers union. Option 2: Both Claude and Joy bring valuable contributions to Imperial Life. Claude, as a socially conscious visionary leader has strategic plans for Imperial Life to create a competitive advantage in targeting an emerging female market. Acknowledging the fact that as CEO, President and Chairman, Claudes could not properly focus his vision on the long or short term
173
Imperial Lifes Solution Tree

IMPROVED STAKEHOLDER VALUE
Improved Conflict Management
Improved Staff Morale
Reduced Haemorrhaging at the Executive Level
Reduced Gender discrimination
Effects
Information dissemination
Improved Communication
Continuous Training & development programmes
Introduction of PMS
Core Solution
Revamp HRM Procedures & policies to address
Organizational restructuring
Employee retention programme
Clear job roles & functions
Delegation
Causes
Change Organisational Structure Revise HRM policies Implementation of a PMS Develop Training plan Change Management Model
Stimulus
174
Action Plan Step 1: Change organisational structure

WHAT? HOW? WHY? WHEN WHO? WHOM? EffectsWhat if? Removing the position of position of President and hire someone else as Chairman Having a Board meeting to amend the organizational structure CEO and President have similar functions In approximately two months for handover to new Chairman Board of Director of Laurentian Group after recommendation by Imperial Lifes Board Claude/Executive/Staff If Board fails to agree: Then so be it! If Claude threatens to leave the company offer him a higher salary and more perks.
175
Action Plan- Step 2 Revise HRM Policies

WHAT? WHY? Revise HRM policies Lack of succession planning For new staff and executive to fit into the organizational culture Develop a retention program for staff and executives Equal opportunity for promotion Succession planning Fit organizational culture Realistic job interviews; psychometric testing Retention programme Incentives offerings (finances, perks); Increase in benefits Equal opportunity for promotion Promotion based on merit guided by PA. 1. 2. 3. 4. Succession planning Fit organizational Culture Retention programme Equal opportunity for promotion
HOW?
WHEN?
WHO? WHOM? WHERE?
HR Department This affects ALL members of staff and management At executive level and other critical positions
176
Action Plan- Step 3 Implementation of a PMS

What? Why? When? Who? Whom? How? Where? Resources Effects-What if? Implement a PMS for all staff and management To evaluate, monitor and appraise performance as a foundation for future training and promotion In six months time HR Department and departmental heads All staff and management KPIs for staff in terms of tasks to be completed. KPIs for Management in terms targets and budgets. At the Managerial and supervisor levels This will incur no additional cost to Imperial Life The only possible fall out from this measure is that the PMS is not followed through with and thus fails. To mitigate against sanctions will be imposed on persons who are responsible for making it work (suspensions or dismisals) 177
Action Plan- Step 4 Develop Training Plan

What? Why? To develop a training plan To close the skills gap identified by the skills gap analysis to ensure that staff are equipped with the necessary knowledge, skills and know-how to perform their jobs effectively. August of the same year. Management All staff inclusive of executive management
When? Who? Whom?
How?
Conduct a skills gap analysis to identify areas where staff and management are lacking. Set time lines for various types of training and levels of staff and management
In-house and external training Training Facilitator, External facilities/trainers, People, time (off duty Persons may be unwilling to undergo training- Only those who indicate a desire to undergo training in their performance appraisals would be sent on training.
Where? Resources EffectsWhat if?
178
Action Plan Step 5- Adopt Change Management Model

What? Why? When? Adopt a change management model To ensure that culture and organisational changes are effectively implemented Currently in progress
Who?
How? Where?
HR Department and management team responsible

By implementing a change management process At all levels within Imperial Life
179
Action Plan Step 5- Adopt Change Management Model

Resources Hire consultants to assist in dealing with issues that resources are not available in-house to handle. Conduct change management workshops. Effects- What if? Resistance to change- educated staff about and communicate change initiatives within Imperial Life. Retention programme Allow those who refuse to accept change to chance to leave organisation.
180
How Imperial Life manages the Change Initiatives

Unfreeze process seeks to shake-up Imperial Life. Claude, the captain of SS Imperial Life, has to lead the process of breaking with tradition. The attitudes toward gender diversity affecting proper succession planning, effective communication throughout all organisational levels are among the issues that require attention Move process, once old habits are broken, attempts to align organisational policies and procedures with the vision and mission of the company. Imperial Life wants to regain its dynamic, innovative and aggressive nature. Employee feedback is key in the process, to ensure all steps toward new behaviours is done with agreement. Freeze process seeks to take the new attitudes and behaviours, policies and procedures and embed into the organisational culture. People shape the company culture, and by the preceding unfreeze and move processes the culture would have changed in a sustainable manner. 181
Unfreeze
Move
Freeze
Unfreeze
01 What is going on and why [Analysis]
Move
01 Explain your vision, goals and plan in relation to the future outcome [Action] 02 Ensure a sense of security [Action] 03 Get everyone onboard [Action] 04 Act! [Action] 05 Evaluate, notice and present improvements/results create energy [Analysis / Action] 06 Encourage great work coach bad performers [Action] 07 Listen Get the pulse of your team [Action] 08 Adjust your plan Slow down is necessary Action 09 Ensure accept for the next step Action 10 Close the current task - create energy for the next Action 11 Repeat Action
Freeze
01 Define new rules and policies Action 02 Present the new "way of life Action 03 Celebrate - create energy Action 04 Evaluate the result Analysis 05 (Unfreeze - and start the next project) Action
02 "Need-for-Change" Cost/Benefit [Analysis] 03 Establish analysis team [Action] 04 Explain the situation [Action] 05 Discuss the change [Action]
06 Listen [Action] 07 Invalidate present rules and policies [Action] 08 Mark the end Notice: From this day, all existing rules and attitudes no longer applies [Action] 09 Define your vision [Action] 10 Define your goals [Action] 11 Know you target group [Analysis] 12 Identify problems [Analysis] 13 Create your "Power Teams" - Project teams [Action] 14 Create a plan Notice: With short term goals and changes [Analysis / Action]
6-9 months
12 months
3 months
182
Unfreeze Process
01 What is going on & Why 02 Need for Change Cost/Benefit analysis 03 Establish Analysis team
Based
on the problem identification and analysis Root cause of problems identified

The losses Imperial Life incur as
a result of stakeholder dissatisfaction, can be seen on table XXX. This quantifies the loss of profit, and drives the need for change Claude needs to be faced with reality and unfreeze personally and take into account what needs to be done and how it should be done.
The Virtus Group T&T hired for undisclosed sum to analyse problems at Imperial Life The Womens Conference will be used as a forum to introduce the challenges facing Imperial Life. All employees would be made aware of the issues requiring attention and action
At the Womens Conference, a feedback session would provide a
04 Explain the situation 05 Discuss the Change 06 - Listen
forum for all employees to discuss the issues and plans of action
As is required for effective communication, active listening is
required to fully and properly decode the message conveyed
Unfreeze Process
07 Invalidate present rules and practices
08 Mark the end Notice
09 Define your Vision 10 Define your goals
Identify to all employees that Thats how its always been done here is no reason to perpetuate a behaviour or action. By referencing the Green and Blue Books, the established standards can be reiterated to all.
Because of organisational constraints, certain processes or procedures such
as vote taking place by board members. (The suddenness of change may have an impact on the organization) may have to continue for a particular length of time. Only when a new Chairman is voted in, could Claude be removed from this position. Claude provided his vision for Imperial Life, which included the elevation of women within the company to match the changing roles of women in the external environment.
The definition of goals were clearly defined via the Blue and Green books Based on the problem analysis, all levels of the organisation are subject to change. The organisational structure is under revision.
11 Know your target group

12 Identify Problems 13 Create your Power Teams 14 Create a plan Notice
The problems have been identified in the Problem Analysis The Power team would comprise of the executive management team, guided by Team Virtus The Action Plan is outlined in the FFIFS, as constructed by Team Virtus
Move Process
01 Explain your vision, goals and plan 02 Ensure a sense of security Action 03 Get everyone onboard
Even though the goals were clearly identified in literature, no formal communication explaining the vision, goals and plans took place.
Employees sometimes make judgments on management plans based on insecurities with their future. This insecurity creates resistance. By explaining to employees that the Culture Change Initiative, in itself, is not a danger to their job fosters a sense of security important to embracing the change
The Communication Plan leaflets etc. and regular team meetings Motivating Staff
Team meetings
04 Act!
05 Evaluate, notice and present improvements/results create energy
Carry out the work that needs to be done

Evaluation forms and team meetings will communicate to the teams the improvements made in each phase of the change process, and energizes them for the upcoming phases. Celebrate Imperial Life successes!
06 Encourage great work coach bad work
The PMS highlights requirements for coaching/training and gives the opportunity to praise successes.
By evaluating the reaction of the employees, management will be better able
07 Listen Get the pulse of your team 08 Adjust your plan Slow down is necessary
to plan future action. The opinions and observations, through interviews gather important information, as was done for the case
The
speed with which Claude expected changes was too fast, and led to managements difficulty in coping with meeting objectives
185
Move Process
09 Ensure accept for the next step
At the brink of every progressive step, acceptance is key. Joy, before proceeding with Claudes directives for the Womens Conference decided that more information surrounding the problem had to be gathered. Joy had to be sure of what was required of her to move or take action
186
Freeze Process
01 Define new rules and policies 02 Present the new "way of life 03 Celebrate - create energy
Definition of new rules and policies. From the employee feedback and reactions Management will have an idea whether the Blue and Green books are effective or require revision. The definition of goals were clearly defined via the Blue and Green books .
When Imperial Life reaches its goals (relative position among competitors, percentage of women on executive board etc.) Create an energy surrounding the goals.
04 Evaluate the result
Post mortem on Change Initiative should take place to carry forward and implement any lessons learned
187
Responsibility Matrix
Claude Bruneau President & CEO Kenneth Beaugrand Executive VP & COO New Appointed Board of Directors Chairman
Unfreeze
Claudes role as CEO requires him to step back, and think strategically for Imperial Life. He, along with Kenneth must outline the changes that must occur, and properly equip the departmental executives with the authority to implemement these changes.
Move
Joy Bollen VP Human Resources Departmental Executives Departmental Executives Joy and her colleagues at the departmental executive level must ensure that the HR and other control policies move in the right direction. Proper feedback is also key in shaping new policies and attitudes.
New Appointed Junior VP Human Resources
Departmental Floor Managers
Freeze
Ultimately, the floor managers will work along with staff to endure that new policies and attitudes toward gender diversity result in productive change. 188
Final Solution- Fishbone Solutions
189
REFERENCES
Haralambos, M. etal. Sociology Themes and Perspectives, Fifth Edition, Collins. 2000 Johnson, G, etal. Exploring Corporate Strategy, Seventh Edition, Financial Times Prentice Hall, 2005. Mullins, L . Management and Organisational Behaviour, Eight Edition, Pearson Education Ltd. 2007
190
THANK YOU!
191
Imperial Lifes Consultants mission: Team Virtus wants to create a system where all staff strive to be achievers, reinforced by management treating them as VIPs with the intent that they innovate to new heights.
192

Imperial Life With Notes (VIRTUS) MARCH 31st 2010

Transféré par

Informations du document

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Imperial Life With Notes (VIRTUS) MARCH 31st 2010

Transféré par

Droits d'auteur :

Formats disponibles

ARTHUR LOK JACK GRADUATE SCHOOL OF BUSINESS THE UNIVERSITY OF THE WEST INIDES INBA 6750- ORGANISATIONAL BEHAVIOUR

Problem Analysis Leadership

Imperial Life Company Profile

IMPERIAL LIFE ORGANISATIONAL CHART

Kenneth Beaugrand Executive VP & COO

VP Coperate Planning & Chief Actuary

VP Product Development and Support

Joy Bollen VP Human Resources

VP Group Marketing Pres. & CEO Laurentian/Imperial Co.

VP Alternate Distribution Sytems

Sr. VP Ind. Marketing

VP General Councel and Secretary

VP Info Systems & Services

Visionary Decisive Aggressive Socially conscious

Paternalistic Exerted too much power

Heavily team based Strives for consensus

Exploitative Understands minorities work harder

Incongruent style with Joy

Not ready for VP HR Role

Incongruent style with Claude

Imperial Life Timeline

Aggressive. Rigid. Innovative. Successful.

JOY BOLLEN brought on as director of planning and development

Imperial Life Boom over

CLAUDE BRUNEAU appointed President, CEO, Chairman of the board

JOY BOLLEN becomes Imperial Lifes first female Vice President.

Imperial Life SWOT Analysis

Imperial Life PESTLE

Imperial Life PESTLE

Imperial Lifes Problem Tree

Imperial Lifes Fishbone

IMPERIAL LIFE- Leadership

seemed to be one that would affect it later in its venture.

Leadership overview for imperial life

The Filter effect

Explain your decisions and provide opportunity for clarification

Cultural Barrier Telling Staff

Dimensions of managerial Leadership

Concern for production

Concern for people

Situational leadership overview

Situational Leadership model

Task behaviour (Directive behaviour)

Situational leadership model

Problems of leadership method used

Problems of leadership method used (contd)

Organisational Control & Power

Control Measures implemented @ Imperial Life

The nature of management control

Basic activities of management

Organisational and Individual progress

Stages of Organisational Control

4. Comparing Deviations 5. Rectifying Corrective Action

Elements of an Organizational Control System

Was this implemented at Imperial Life?

Power, Involvement and Compliance

Power and Involvement

Power and Involvement

EMPLOYEE COMPLIANCE @ IMPERIAL LIFE

Name: Organizational Structure

Imperial Lifes Organizational Structure

Claude Bruneau President & CEO

Claude Bruneau Board of Directors Chairman

VP Corporate Planning & Chief Actuary