in a professional Organisation II. Change Management.
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Transcript of in a professional Organisation II. Change Management.
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in a professional Organisationin a professional Organisation
II. Change Management
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1.Vision
To achieve successful change you need a strong mental image of the result
It’s a guiding philosophy that grabs people’s attention and excites them
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1. Vision
It is a license to dare, to be better despite inertia and blockages of bureaucracy
It aims to capture our imagination and “turn us on”
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1. Vision
Vision affects change when the values, which it represents, start permeating
people’s daily behaviour
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1. Vision
The successful management of change demands that university leaders make
others aware of the vision of the future and keep them focused on it
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2. Commitment
Commitment means giving all of ourselves while at work
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2. Commitment
SENSE OF BELONGING TO
THE ORGANISATION
SENSE OF EXCITEMENT IN
THE JOB
CONFIDENCE IN MANAGEMENT LEADERSHIP
COMMITED
WORKFORCE
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2. Commitment
A commitment to change is not merely saying you are in favour of altering the status quo, it is
TO BE WILLING TO PUT YOURSELF OUT TO ACHIEVE IT
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2. Commitment
A committed manager, armed with clear arguments and mobilised support, can be unstoppable
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2. Commitment
Persistence underpins commitment
Commitment to change is a lever which turns on the fulcrum of persistence
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2. Commitment
Refusing to retreat in the face of organisational inertia or opposition, or going for the quick fix, is crucial to leading change
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INFORMED INVOLVED
SHARING IN SUCCESS
PRIDE TRUST
ACCOUNTABILITY FOR RESULTS
AUTHORITY DEDICATION
COMPETENCE
BELONGING EXCITEMENT
CONFIDENCE
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3. Power and influence
Power is a measure of your potential to:
Get others to do what you want them to do or
Avoid being forced by others to do what you don’t want to do
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3. Power and influence
The most effective managers are the ones who :
have a high need for power are highly self controlled channel their power into socially desirable
directions
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3. Power and influence
review who seems to make things happen
recognise that all your actions can affect your power
Check out your own power :
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3. Power and influence
The more power you acquire, the more likely you will become dependent on
other people
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3. Power and influence
• The first basic lesson:Identify those whom you are most dependent on
• The second lesson:Broaden your support so that when you need help it can be obtained from multiple sources
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3. Power and influence
The law of reciprocity :
The universal belief that people have to be paid for what they do, that a good or a bad action deserves a good or a bad action in return
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3. Power and influence
Reciprocity is the basic principle behind all organisational transactions
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3. Power and influence
The theory of alliances
Synergy
Antagonism
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3. Power and influence
Synergy
Antagonism
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3. Power and influence
+
_
Antagonism
Synergy
The Old Chap syndrome
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4. Resistance to change
The only person who is in favour of change is a baby with a wet diaper
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4. Resistance to change
Resistance is:
Any conduct that tries to maintain the status quo in the face of pressure to change it
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4. Resistance to change
The university is a layered organisation which means that :
Irrational forces influence the decision making in the change process
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4. Resistance to change
Upper structure: a surface layer
Sub structure: a deeper layer
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5. Force Field Analysis
At any given moment, any situation in an organisation is in a state of equilibrium
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5. Force Field Analysis
Change is only possible when one or both of the following occur :
Restraining forces weaken
Driving forces strengthen
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5. Force Field Analysis
Equilibrium
Restrainingforces
Driving(changing)
forces
Desirednew status quo
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5. Force Field Analysis
DrivingForces
Strong Weak
RestrainingForces
A B
C D
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FORCE FIELD ANALYSIS IN ACTION
Restraining forcesAim: Raise output of administrative staff
Unionattitude
Life long employment Lack of
assertivenessof line
management
No rewardsystems
Lack of personnel evaluation systems
Current State: low outputof part of administrative staff
Demand from academic staff for better services
Group pressureof peers
Externaldemands
Driving Forces
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III. Improving your Relations and Influence
by applying the Social Style theory
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Three fundamental truths about people:
Each human being• resembles all other human beings in certain
aspects• differs from all other human beings• resembles some people more than others
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Introductory concepts
Signal Sensitivity
Verbal and non-verbal signals
Comfort zone
Rapport
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Social style
A pattern of observable behaviour
that we can use to understand and predict someone ’s actions
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AssertivenessThe extent to which a person is powerful or
directive towards others
Receptive Assertive
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ControlThe extent to which a person expresses his/her
feelings in contacts with other persons
Controlling one ’s emotions
Reacting Emotionally
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Social styles C
A
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Social styles
C
A
Analytical type
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Social styles
C
A
Analytical type Driver type
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Social Styles
C
A
Analytical type Driver type
Expressive type
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Social Styles
C
A
Analytical type Driver type
Expressive type Amiable type
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Strengths and Weaknesses of each Style
Typically, people will lack the strengths of the style
diagonal to their own style
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Styles under stress
Autocracy
AttackAcceptance
Avoidance
A D
EG
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Styleflex
Leaving temporarily your comfort zone into the direction of the comfort zone of the other person
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Flexibility Pyramid
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Flexibility Pyramid
Everybody
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Flexibility Pyramid
This Basic Style
Everybody
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Flexibility Pyramid
Everybody
This basic Style
This Person
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Flexibility Pyramid
Everybody
This Basic Style
This person
Person
in this
situation
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Golden Rule:
Treat the others the way you want to be treated
Platinum rule:
Treat the others the way they want to be treated
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