Change Management Training

Prepared for Myner Exporters Ltd.

Trainer: Johnson Nderi,

Organizational development and change

The fundamental variables that have a positive impact on performance of organizations development and change include:
Commitment:

This is the commitment of individuals to their job and organization in terms of their values and behaviour. This is crucial in realizing their objectives and defining their values and behavior. The organization will benefit by releasing the untapped reserves of labour resourcefulness, by facilitating responsibility, commitment, and involvement. Empowerment is seen as a means of enhancing organizational performance and employee satisfaction simultaneously

Empowerment and involvement:

Organizational development and change Communication:

Good, effective two way communications are the important in helping change organizational culture and help people to understand how important they are to the future of the organisation. Good communication is important therefore, in informing, educating and encouraging people to adopt new behaviours.

Flexibility: This is the freedom of choice of job tasks and use of a wide range of skills. It has a motivating influence on workers due to increased feeling of responsibility which leads to improved performance. Flexibility, however, should be nurtured at all levels in an organization and carefully controlled.
Trainer: Johnson Nderi, QCSC

Organizational development and change contd Teamwork:

High performance teams is currently emphasized in successful organisations. Employees draw support from colleagues and in turn give it back. This is a powerful and important motivator. It is also important when defining thought processes and values in an organisation.

Learning: Organizational and individual learning is directly related to organizational performance The emphasis should be on enabling the whole organisation to learn on a continuous basis rather than focusing on individual learning.
Trainer: Johnson Nderi, QCSC

Organizational development and change contd

Culture:
It is the major determinant of organizational

behaviour. It unites employees behind stated organizational goals. It is however, notoriously difficult to change However, it should be the vehicle to facilitate strategic change.

Trainer: Johnson Nderi, QCSC

Organizational Culture Contd.

A culture is:
A pattern of shared basic assumptions that a

group learns, referring to external adaptation and internal integration. Assumptions that have worked well enough to be considered logical and valid, and therefore to be taught to new members, as the correct way to perceive, think and feel in relation to those issues.

Trainer: Johnson Nderi, QCSC

Organizational culture definitions

Watson (1994): a set of meanings to be shared by all members of the organization that will define what is good and bad, right and wrong, and what are the appropriate ways for members of the organization to think and behave. European Excellence Model: A comprehensive and systematic framework, to review the organization of its activities and results. A self assessment tool that enables the organization to identify its strengths and areas of improvement.

Trainer: Johnson Nderi, QCSC

Elements of culture

Basic assumptions
These are unconscious, taken-for-granted assumptions

about how organizational problems should be solved. They represent assumptions about characteristics of human nature, human activity and human relationships.

Values:
These tell members what is important in the

organization and to what they need to pay attention.

Norms:
These represent unwritten rules of behavior. They guide

members how to behave in particular situations.

Artifacts
These include observable manifestations of behaviors

of members, as well as the structures, systems, procedures, rules and physical aspects of the organisation Trainer: Johnson Nderi, QCSC

The McKinsey 7s Model

Strategy
Skills Shared Values Staff System Structure

Style
Trainer: Johnson Nderi, QCSC

The McKinskey Model Contd

Strategy
These are the actions that a company plans in response

to, or participation in, changes in the external environment, its customers and competitors.

Structure:
The structure divides tasks and then provides

coordination. It trades off specialization and integration It decentralizes functions and then re-centralizes the goal realization. Structures are best supported by Job descriptions Effective Structures are mainly flexible and temporary.
Trainer: Johnson Nderi, QCSC

The McKinskey Model Contd

Systems:
Procedure that make organizations work e.g.

Trainings. Performance evaluation. Quality Management. Capital budgeting systems. Cost accounting procedures and Information technology systems.

Style:
This is the way in which people choose to spend their time and

their behavior when doing things.

Organisations may listen to what managers say, but they believe in what managers do. Not words but patterns of behavior and action are decisive Managers behaviours are supposed to be symbolic to define direction.
Trainer: Johnson Nderi, QCSC

The McKinskey Model Contd

Staff
These are the people that work in an organisation. Here,

staff is treated in two ways:

At the hard end we talk about appraisal systems, pay scales, formal training programs, discipline and punishment At the soft end, we talk about morale, attitude, motivation and behavior.

Skills:
Refer to the level of current competencies and new

competencies that will ensure the success of the organisation.

Sometimes, dismantling the distractions a hitherto crucial skill may be the only way to ensure success of an important change program

Shared Values:
These are the guiding concepts or aspirations, often Trainer: Johnson Nderi, QCSC

unwritten, that go beyond the conventional formal

The McKinskey Model Contd

Shared Values:
These are the guiding concepts or aspirations, often

unwritten, that go beyond the conventional formal statement of corporate objectives. They are the fundamental ideas around which business is built. They are the businesss main values. They are also the broad notions of future directions that the top management team wants to infuse throughout the organization.
Trainer: Johnson Nderi, QCSC

Leadership

According to Schein (1985), leadership is intertwined with culture formation.

Building an organizations culture and shaping its evolution is the unique and essential function of leadership.

Trainer: Johnson Nderi, QCSC

Leadership Contd
ENABLERS RESULTS

L E A D E R S H I P

PEOPLE

POLICY AND STRATEGY

PARTNERSHIP AND RESOURCES

P R O C E S S E S

PEOPLE RESULTS

CUSTOMER RESULTS

KEY PERFORMANCE

RESULTS

SOCIETY RESULTS

Trainer: Johnson Nderi, QCSC

Innovation and learning

Leadership Contd

Leaders should:

Develop Mission, Vision, Values and ethics Develop management systems Interact with customers, partners and society Reinforce culture of excellence by support, motivation and recognition.

Leaders as designers:
They design the governing ideas of purpose, vision and

core values

Leaders as teachers:
They help people restructure their views of reality,

therefore reshaping mental models.

Trainer: Johnson Nderi, QCSC

The competing values Model

Flexibility Clan Internal

Adhocracy External

Hierarchy
Stability

Market

Trainer: Johnson Nderi, QCSC

Competing Values Model Contd

This model has two dimensions:

External focus and differentiation vs internal

focus and integration

Flexibility and discretion versus stability and

control

Trainer: Johnson Nderi, QCSC

Clan Culture

This is the art of managing teams, interpersonal relationships and the development of the employees. In this culture, the leader is the type who acts as:
A facilitator A mentor A parent.

In this culture, effectiveness is measured in:

Cohesion Morale Development of human resource

The Quality strategies here involve:

Empowerment Team Building Employee involvement Open communication Eager willingness by teams to sacrifice for the common good
Trainer: Johnson Nderi, QCSC

Adhocracy Culture

This is the art of managing innovation, managing the future and the quest for continuous improvement. In this culture, the leader is the type who acts as:
An innovator An Enterpreneur A visionary

In this culture, effectiveness is measured in:

Creativity Growth Output

The Quality strategies here involve:

Continuous improvement Creative solution finding Anticipation of needs Creation of new standards Ability to surprise and delight

This culture is more often than not reserved at senior management Trainer: Johnson Nderi, QCSC level

This is the art of managing competitiveness, energizing employees and managing customer service. In this culture, the leader is the type who acts as:
A hard driver A competitor A producer

Market Culture

In this culture, effectiveness is measured in:

Market share Goal achievement Beating competitors

The Quality strategies here involve:

Involving and measuring customer preferences Improving productivity Creating partnerships Enhancing competitiveness

This culture is more often than not reserved at Middle Management level
Trainer: Johnson Nderi, QCSC

Fundamental concepts in Organizational excellence

Result Orientation
This is the art of balancing and satisfying the needs of all

interested publics in an organisation. It includes the customers, the employees, the shareholders, the suppliers, the legal bodies and the society in general.

Customer Focus
The customer is the final arbiter of product or service quality. Customer loyalty, retention and market share gains are best

optimised through a clear focus on the needs of current and potential customers.

Leadership constancy of purpose

The behavior of an organisations leaders creates a clarity and

unity of purpose within the organisation and an environment in which the organisation and its people can excel.
Trainer: Johnson Nderi, QCSC

Fundamental concepts in Organizational excellence

Management by processes and facts:

Organisations perform better when all interrelated

activities are well understood and systematically managed. Decisions concerning current operations and planned improvements are made suing reliable information that includes stakeholder perceptions.

People development and involvement

The full potential of an organisations people is best

released through shared values and a culture of trust and empowerment, which encourages the involvement of everyone.

Continuous learning and improvement Partnership development Trainer: Johnson Nderi, QCSC Public Responsibility

This is the art of managing coordination and control systems. In this culture, the leader is the type who acts as:
A Coordinator A monitor An organizer

Hierarchy Culture

In this culture, effectiveness is measured in:

Efficiency Smooth functioning

The Quality strategies here involve:

Error detection Process control Measurement

Applying quality tools (e.g. the Pareto Rule and the fishbone)

This culture is more often than not reserved at Middle Management level for technocrats and process control managers.
Trainer: Johnson Nderi, QCSC

People

Resources planned, managed and improved People knowledge and competencies developed. Are involved and empowered Have a dialogue with the organization Are rewarded and recognized

Trainer: Johnson Nderi, QCSC

Schools of Change Process

The individual perspective school The group dynamics school The open systems school

Trainer: Johnson Nderi, QCSC

Schools of Change Process

The individual perspective school

Behaviorist: Human actions are conditioned by their expected consequences Behavior modification involves the manipulation of reinforcing stimuli. Use of reward and punishment Gestalt-field perspective: Individual uses reason to interpret external stimuli. Behavioural change involves changing insights, thought patterns and interpretations.
Trainer: Johnson Nderi, QCSC

Schools of Change Process Contd

The Group dynamics school

The individual behavior is a function of the

group environment. The group pressure the individual to conform The focus of change must be at the group level I.e. norms and values developed at group level. Norms are rules or standards that define what people should do, think or feel in a given situation. Values are ideas and beliefs which individuals and groups hold about what is right and wrong.
Trainer: Johnson Nderi, QCSC

Schools of Change Process Contd

The open Systems School

Sees the organisation as composed of a number

of interconnected sub systems. Any change to one part of the system has an impact on other parts

This approach to change is based on a method of describing and evaluating these sub-systems, in order to determine how they need to be changed.

Trainer: Johnson Nderi, QCSC

Strategies of Change

Empirical Rational Approach

Assumption: People are rational and will

therefore adopt change if it is clear to them what gains the change will bring

Normative Re-educative Approach

Actions are supported by socio-cultural norms.

Change in attitude and value systems.

Power Coercive Approach

The strong controls the weak.

Trainer: Johnson Nderi, QCSC

People involvement and change

Employee involvement is creating an environment in which people have an impact on decisions and actions that affect their life in the organization Research has shown that employee involvement has a direct impact on customer satisfaction. Change management involves techniques to establish tangible, measurable and verifiable parameters that measure performance. This should be tailored to the senior managements philosophy, compromised to quality, centred in continuous improvement with participation of all employees and aimed at customer satisfaction.
Trainer: Johnson Nderi, QCSC

Implementation of TQMs

This usually stems from

Organizational culture.
Personal Development Customer/Supplier Relation, both internal and

external
Quality Circles.
Trainer: Johnson Nderi, QCSC

Organizational learning
System Thinking:
Seeing the whole picture, thinking out of the box and

correct interpretation of relationships of goals, things, people, processes and ideas.

Personal Masterly:
Self knowledge, personal development and the urge to

be the best in anything that one does. Management should instil and spark the passion in staff to achieve this.

Mental Models:
Assisting the staff to uncover paradigms and

assumptions

Shared Vision and team learning:

This is the art of articulating different personalities to

hold company values as their own, and thinking together and engaging in dialogue to achieve goals.
Trainer: Johnson Nderi, QCSC