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Copy of PROBLEM DIAGNOSIS FOR BRIGHTER FUTURE

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Shahza Ali

on 17 November 2014

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Transcript of Copy of PROBLEM DIAGNOSIS FOR BRIGHTER FUTURE

INTRODUCTION
PROBLEM IDENTIFICATION
PROBLEM IDENTIFICATION
"Leaders who successfully transform businesses do 8 things
right, and they do them in the right order" Kotter, 2007.
THEORY
Team Development Model (Tuckman, 1965)
PROBLEM DIAGNOSIS FOR BRIGHTER FUTURE
Why the Transformation Effort Failed

CEO
Gordon Banks

Bobby Moore
Age: 26
Behavioral Specialist
Mary Peters
Age: 27
Masters Graduate
Sales Representative
Jimmy Greaves
Age: 28
Group Dynamics Specialist
Jack Charlton
Age: 26
3 Years experiance at HR Brigter Future
Alan Ball
Age: 34
Military & OD experience
PROBLEM
IDENTIFICATION
FORMING
STORMING
NORMING
PERFORMING
GRPI Model (Beckhard, 1972)

GOALS 80 %

ROLES 16 %

PROCEDURES 3,2 %

INTERACTIONS 0,8 %
PERFORMANCE
REFERENCES
PROBLEM 1
Sufficient sense of urgency
not established
SCHEIN(1996)
Status quo disconfirmation and induction
of survival anxiety needed to unfreeze from existing culture.
PROBLEM 2
Not creating powerful enough guiding coalition
Powerful coalition in terms of strong titles, information and expertise, reputations and relationship. (Kotter, 2007)
Information and reputation
Lack of relevant industry experience
Titles and relationship
Lack of shared commitment and support from top management (Kotter, 2012)
Led by staff executives instead of top management.
Without powerful and influential team, change won't succeed.
Sense of urgency should be established before planning and implementing change. (Kotter,2012)
Failure in convincing at least 75 % of management and 100% top executive lead to weak changing
force (Kotter, 2007).
CHANGE PROCESS MODEL (KOTTER & COHEN, 2002)
PROBLEM 3
Inadequacies in
Gordon Bank's
vision creation
PROBLEM 4
Lack of proper
communication
of vision
Factors for successful change (Mullins & Christy 2013):
-Honest and timely communication 70%
-Employee involvement 72%
-Top management sponsorship 92%
Highlights different aspects of team cooperation
Establishes and prioritizes core missions of group and helps to frame it into an action plan. (Raue et. al, 2013)
GRPI model with team conflict potential ratios (Tichy & Cohen, 1998
)

Successful teams work through four developmental phases of growth:
Each stage of Tuckman's model is an essential step to the team and if a stage is not completed, the latter stages wouldn't be successful (Johnson et. al, 2002)
OD group got stuck on the storming stage and unresolved conflicts prevented the group reaching following stages
GOALS
not clearly defined
ROLES
not established; no leader chosen
PROCEDURES
for conflict management were not in place
INTERACTION
members failed to establish trust amongst each other. Part of the group also felt suspicious of Gordon Banks favoured some members of the group compared to others
GRPI (BECKHARD, 1972)
Team Development Model (Tuckman, 1965)
Babatunde Awoderu
Chow Kian Sin
Loo Tze Jin
Sara Makivaara
Shahza Ali
Siti Aishah Abdullah


Banks did not take the time to understand the vision and its significance to Brighter Future
A leader creates the vision to direct the change effort, and create strategies to realize them (Kotter, 2007, Mullins & Christy, 2013)
Emergent approach: use minor, incremental changes as to be able to adjust to unplanned events (Rollins 2008)
Use every possible means to communicate the new goal and strategy (Kotter, 2007)
Action Research Model: Involve the employees so they become joint authors of the change (Burnes, 2004)
A clear plan for change is required to be agreed upon by management team and communicated to the staff (Grant et. al, 2006)
PROBLEM 5
OD Group
inadequacies
CONCLUSION
Why did the transformation effort fail?
Lack of sense of urgency
Sense of coalition not powerful enough.
No clear vision created.
Vision not communicated.
Kotter & Cohen (2002)
OD group inadequacy
Tuckman (1965)
Beckhard (1972)
"Skipping the basics creates only an illusion of progress and never produces a successful or powerful transformation effort."
Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re-appraisal. Journal of management studies, 41, 981-984

Beckhard, R. (1972). Optimizing Team Building Effort. Journal of Contemporary Business, 1(3), 23-32.

Grant, P., Lewis, S., & Thompson, D. (2006). Business psychology in practice. London: Whurr publishers Ltd.

Johnson, S., Suriya, C., Wonyoon, S., Berrett, J., & Lafleur, J. (n.d.). Team Development And Group Processes Of Virtual Learning Teams. Computers & Education, 379-393.


Kotter, J.P., & Cohen, D.S. (2002). The heart of change. Real life stories of how people change their organizations. Boston, MA: Harvard Business School Press.

Kotter, J. P. (2006). Leading change: Why transformation efforts fail. Harvard Business Review, 122-131.

Kotter, J.P. (2012). Leading change. Boston, MA: Harvard Business Review Press.


Mullins, J.L, & Christy, G. (2013). Management and organizational behavior – 10th ed. England: Pearson education limited

Raue, S., Tang, S., Weiland, C., & Wenzlik, C. (2013). The GRPI model – an approach for team development. White Paper Draft.

Rollins, D. (2008). Organizational behavior and analysis: An Integrated approach – 4th ed. England: Pearson education limited.

Schein, E.H. (1996). ‘Kurt Lewin’s change theory in the field and in the classroom: notes towards a model f management learning’. System Practice, 9(1), 27-47.

Tuckman, B. (1965). Developmental Sequence In Small Groups. Psychological Bulletin, 384-399.

Performance
Kotter & Cohen (2002)

The 3 basic components to organizational success
The 3 basic components to organizational success
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