MGMT 110 Lecture Notes - Lecture 9: Loop Jump, Tacit Knowledge, Kpmg
Week 9 – Real World Perspectives on Management
Guest Speaker 1: Renee Whiteside
Job Role: People and Culture Leader at Mercer Administration Services
Guest Speaker 2: Andrew Brennan
Job Role: Senior Manager at KPMG
Guest Speaker 3: Julie Stuart
Job Role: Executive Director People and Culture, UOW Enterprises
Notes:
• Most frequent issue:
- Dealing with mental health issues, increasingly common, more openly discussed
and shared. Happens across the business and across the globe. Managers need
to understand mental health and have systems in place to help deal with it (Julie)
- Skill change in terms of time management. Changing platforms continually.
Fatigue issue ith staff, do’t ko hat or ho to do it. Maagers eed to e
productive to handle the change (Andrew)
- Talent management, attracting the right talent to the organisation and
maintaining talent (Renee)
• If you had to desrie your opay’s aageet style, hat ould it e? Ho
effective?
- Spans, layers – to many spans and layers in an organizational chart. Over 90
people that are managers, organization is 650 people. Not effective – not right
ratio. Redue spas ad layers to hae a ore ope ulture here people’s ideas,
suggestions and feedback can reach the management team a lot easier instead
of passing through many different people (Renee)
Bureaucracy
- Execution and delivery – delivering end product to client and being paid for that
work. Problem – slow due to change, competitors are better at adopting change.
The work done locally can have a conflict with work overseas – conflict of
interests. Competitive advantage – more of a people focus over the big
competitors (Andrew)
Managing change
- Ambitious and agile – growth focus – geography and revenue. Move really fast
but this is effective as it matches the strategy and growth plans of the
organization. When looking for talent we profile around those values (Julie)
Too fast sometimes?
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• Managing change seems to be a big issue. What are the main barriers to change?
- People. Dealing with securities/insecurities and their willingness to reshape or do
something differently that would serve the purpose/goals of the business. If the
change is to be successful, the people need to be taken on the journey and be
explained the why/how/when/need clearly and up front and continue to remind
them throughout the process (Renee)
- People – moved offices in June last year, the workplace is more agile. No one has
a set office or set desk. No one from the CEO down has an office, you sit in a
different spot depending on what type of work you are going to do. Going from
the traditional environment to agile created lots of issues – privacy issues,
confidential phone calls, where they will put their photos. Lots of preparation –
given information sessions, baseline survey about feelings before and after the
change to measure the impact. It has taken a constant drive from leadership to
create a positive environment (Andrew)
- People and fear, trying to convey and support around why its changing, what
does it mean to the individual, managing generational differences and
communication. Never underestimate the communication (Julie)
• Challenges with trying to change a culture or mindset
- Cloud-based system affected every single person across a 4000 people
organization. Particularly impacted finance and HR. Struggling with the change.
Had to keep reiterating company values, where the business is headed and why
this as eig doe eause the teas did’t at to tur up to the traiig
systems for the new system. They wanted to use the old system not realising
that the old system was turned off. Lots of support. Full time change
management team on site for 3 months to ensure it happened → external group
(Julie)
- Being persistent in the way or where you want to go. Staff struggle to implement
new systems, need to invest the time in using the new system. There is a reason
why the changes have been implemented. Collect a list of issues/complaints and
work through them – only 20% were technical issues (Andrew)
• What is the most difficult part of managing a project with diverse social and cultural
stakeholders?
- Esurig that eeryoe’s pereptio of the projet is aurate ad the goal is
equally accurate. Working towards the common goal. If this is forgotten, people
start fighting a different fight, when they are really fighting the same one which
is the goals of the organization
- Clear on the outcome of what is wanted. The problem is the way that they get
there. Varied ways on how to get to the end goal. Need to work through why
people do things differently and develop standardization. Pull together all the
best ways and get consensus. Exercise professional judgment – different
outcomes due to experience, knowledge of clients (Andrew)
- Understanding not just from a cultural perspective but also regional – how this is
going to impact a country. Constant education and pushing hard to make sure
cultural considerations are considered
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
Week 9 real world perspectives on management. Job role: people and culture leader at mercer administration services. Job role: executive director people and culture, uow enterprises. Dealing with mental health issues, increasingly common, more openly discussed and shared. Happens across the business and across the globe. Managers need to understand mental health and have systems in place to help deal with it (julie) Skill change in terms of time management. Fatigue issue (cid:449)ith staff, do(cid:374)"t k(cid:374)o(cid:449) (cid:449)hat or ho(cid:449) to do it. Ma(cid:374)agers (cid:374)eed to (cid:271)e productive to handle the change (andrew) Talent management, attracting the right talent to the organisation and maintaining talent (renee) Spans, layers to many spans and layers in an organizational chart. Over 90 people that are managers, organization is 650 people. Redu(cid:272)e spa(cid:374)s a(cid:374)d layers to ha(cid:448)e a (cid:373)ore ope (cid:272)ulture (cid:449)here people"s ideas, suggestions and feedback can reach the management team a lot easier instead of passing through many different people (renee)
