MHR 650 Study Guide - Midterm Guide: List Of Knot Terminology, Distributed Leadership, Change Management

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26 Jun 2019
Department
Course
Professor
MHR650:
Class 1
Targets of Change:
Managing Change:
- Complex process that deserves careful attention
- The large range of factors that influence outcomes means that desired outcomes are
not guaranteed
Tension and Paradox:
- Transformational Change, or Swear the Small Stuff?
o Where to start: Sweeping radical changes or gradual process of incremental
initiatives?
o Sweating the small stuff -- An enabling strategy which:
Gets people involved
Establishes a reputation for getting things done
Creating a platform for further developments
- Organizational Capabilities or Personal Skills?
o Need to understand organizational capabilities to understand the change drivers
and barriers
- Rapid Change or the “Acceleration Trip”
o Pace of changesocial, political, economic and technological
o Rapid change can cause problems; can people keep up?
- Change Leader or Distributed Leadership?
o Change is not a solo performance, rather a team work in most organizations
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Sears Holdings:
- Evaluating the impact of a particular style of leading organizational change
- Linking appropriateness of a style of leading change to characteristics of the context in
which change is occurring
- Judging the success of a change initiative
J.C Penney:
- Evaluating the effectiveness of a turnaround strategy
- Managing reactions to change
- Unanticipated consequences of a change initiative
Organizational Change:
- Planned Change: Change that is an intentional and goal-oriented activity
- Unplanned Change: Change that is imposed on the organization and is often unforeseen
Assumption about Change:
- Over 70% of all change initiatives fail to achieve their results because:
o Organizations don’t change, people do
o People don’t resist change they resist pain associated with change
Cant expect someone else to do something that we would be unwilling to
do ourselves
o Its not about getting it “right” rather its about understanding the nature and
process of change
Your 15% solution: Part of the whole within your control
o Managing Change is NOT the same thing as project management or change
management
Leading people through change requires more GANTT charts, meetings
and memos
o Managing requires a road map to give you a sense of direction
o Managing change requires us to constantly shift and adapt between asking and
answering “what” and “how”
Hardest truth:
1) Change is hard: its hard to manage, lead, and hard to go through
2) Change is expensive
3) Change takes time
- 70% of all change initiatives fail outright or are abandoned due to failure to achieve
expected results (A.K.A 70% failure rate)
Barriers to Change:
1) Failure to see
2) Failure to move
3) Failure to finish
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