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Implementing responsible business practices

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Hilda Esquer

on 30 August 2018

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Transcript of Implementing responsible business practices

Implementing Responsible Business Practices: Managing and Leading change
Process of communicating for change

Communication failure
Communication techniques
Timing&Process
Examples from Literature

Communicating Change
Laurie K. Lewis (1973)
From knowledge to practice:
Invention, design, adoption and responses to planned organizational change.

1. Creating and communicating vision & clearly define goals.

2. Sensemaking and Feedback
Prepare users for change
Trainings to improve team skills, decision-making skills
Gather feedback from employees , discuss concerning implementation issues >> it reduces uncertainty and resistance to change, improves performance

3. Establishing Legitimacy
Implementers need to gain trust, «prove» their program, incorporate change agents, e.g. line supervisors

4. Communicating change achievements
Assess the achievements and the progress and present them to the employees
Employees need to have messages reinforced over time; reinvigorate interest over time

Strategy for "Green Office Standards"
Communicating change

"Success stories"
Gracias,
Grazie!
Bibliography
Before announcing a new program and/or strategy and communicating with employees, a stage for acceptance must be created:
Messages are only effective if at the right time and through the right mediums
PERSUASION CAMPAIGN

I. Time plays a crucial role
Design a plan months in advance, it’s not an immediate step.
Have a clear strategic plan and prepare the ground.
Prepare the «
cultural soil
».

II. Culture of collaboration
Shared values between leaders and employees >> present facts showing the necessity to change:
Fear is a strong wake-up call, but collective efforts give the necessary tools to overcome fear and anxiety.
Build trust, deal with emotional aspects, be committed to a common goal.
Visible support and deeds from the top management over the entire project.

Paul Levy in the turnaround of Beth Israel Deaconess Medical Centre (BIDMC) in Boston

Publishing
Communicating to employees
Perception
"Can-do" attitude
Formal communication
Informal communication
Collaboration
Wholehearted support
Team-decision making
Sharing intentions
Listening
"Communication"
"Impressions"
"Externalities"
Fear
Rational issues
Management commitment
PR Standpoint
"Rich" communication media
Symbolic & behavioral communication
Team-member involvement
Core values
Relationships
Environment
Emotional issues
Group discussion
1. Should organizations “invest” in corporate communication only when faced with the need of change?
Consider the Hindustan Petroleum Corporation Ltd. case study.


Richest medium:
Face-to-face meetings
Avoid ambiguity and work on an emotional level particularly when dealing with dysfunctional routines.

Video conferences or personal visits to facilities.

Telephone hotline, Q&A forum.

Weekly meetings:
Listen to employees (!)

Let the employees express their ideas and communicate the results.

Show change:
Real facts ≠ empty statistics.

Seminars/ Trainings/Coaching activities throughout all the program.

Regular email /Newsletter/Brochures.

Appropriate means of communication

Interpersonal communication
Continuous and extensive internal communication

CEO –supervisors/middle managers- employees

Make employees aware of problems and listen to their suggestions

Avoid external communication since it is symptom of internal problems.

Remember:
«tell your people first»

Common problems
Top-down decision-making process

Goals not clearly defined:
Employees are not empowered and often do not grasp the strategy.

Crisis of direction:
Lack of continuity over time.
Decrease in commitment.
Lack-of-purpose feeling.

Alternative viewpoints are not accepted.

No cross-functional cooperation within an organization:
Lack of team work and collaboration with a common purpose.


- Culture of "no":
Criticism and unwilligness to comply with new guidelines.

- Employees ignore company’s plans

- Great ideas, but implementers are not able to say
how
.
There is no definitive course of action

- When facing problems, executives look at new products/ business lines rather than solving the existing issues

- Meetings: empty rituals with no improvement potential because there is no collaboration

Dysfunctional routines
Examples from Literature
University Services
Lack of regular meetings over time

Outreach Education:
Events not held anymore:
impact on employees’morale

Lacking goals and no observable outcomes
Managers unable to change their style:
Frustration among employees

VA Hospital
Less commitment from the leaders

Generally:
Training activities and meetings only when the respective programs started:
Loss of attention, enthusiasm and commitment over time.

Sources: Lewis: Communicating Change (1973); Richardson:Communicating Change (1996)

Communication Strategy
Ensuring managerial commitment & responsibility.
ex: line supervisors

Prepare to deal with rational as well as emotional issues. "Managers must be psychologists".

Focus on behavioral and symbolic communication, not rhetoric.

Follow up communication, not only at the beginning.

Develops a picture of the future that is easy to communicate to customers, stockholders, and employees.

Empower others to take action.

Balance "hard" and "soft" change theories (E & O theories).

Enhance top-down impact: developing and communicating an accessible theme.

Enhance bottom-up impact: recruit employees
embraced change.

Increase collaboration: sharing best practices and knowledge.
Literature

Briody, E., Meerwarth Pester, T., & Trotter, R. (2012). A story's impact on organizational-culture change. Journal of Organizational Change Management, 25(1), 67-87.

Garvin, D. A., & Roberto, M. A. (2005). Change through persuasion. Harvard business review, 83, 26-33.

Lewis, L. K. (2000). Communicating change: Four cases of quality programs. The Journal of Business Communication (1973), 37(2), 128-155.

Richardson, P., & Keith, D. D. (1996). Communicating change. Human Resource Management (1986-1998), 35(2), 69.

Case studies

CEMEX in Mexico: Constructing the path to responsible competitiveness (2006). Social Enterprise Knowledge Network.

Hindustan Petroleum Corporation Ltd.: Driving Change through Internal Communication (2014). Harvard business school.

Martin Marietta: Managing corporate ethics (2004). Harvard business school.

Pierre Frankel in Moskow (A): Unfreezing Change (2012). Harvard business school.






Literature
 
Briody, E., Meerwarth Pester, T., & Trotter, R. (2012). A story's impact on organizational-culture change. Journal of Organizational Change Management, 25(1), 67-87.
 
Garvin, D. A., & Roberto, M. A. (2005). Change through persuasion. Harvard business review, 83, 26-33.
 
Lewis, L. K. (2000). Communicating change: Four cases of quality programs. The Journal of Business Communication (1973), 37(2), 128-155.
 
Richardson, P., & Keith, D. D. (1996). Communicating change. Human Resource Management (1986-1998), 35(2), 69.
 
Case studies
 
CEMEX in Mexico: Constructing the path to responsible competitiveness (2006). Social Enterprise Knowledge Network.
 
Hindustan Petroleum Corporation Ltd.: Driving Change through Internal Communication (2014). Harvard business school.
 
Martin Marietta: Managing corporate ethics (2004). Harvard business school.
 
Pierre Frankel in Moskow (A): Unfreezing Change (2012). Harvard business school.

Effective communication
Andreea-Cristina Gusta Hilda Popovic Esquer



2. Would you think that fear leads to a successful implementation of change on a long-term perspective?-
Considering the Martin Marietta case study.
Previous research studies have shown that fear can be a strong wake-up call for change and its implementing.


3.
One of the successful communication strategies we found was: to build on success, inform (and praise) the employees about progress in order to decrease fear and uncertainty and improve performance.
Do you think that Juan Romero, Country Manager of Cemex Mexico, did it properly in his end-of-year letter?

4.
According to us, Pierre Frankel is i.a. the case study in which major communication problems have been encountered.
Based on the communication techniques and solutions we provided earlier, which strategy do you think is appropriate for him?
5. Do you think Frankel’s inability to change the company is primarily due to his lack of power- subordinate to Lebedev- or due to cultural barriers?

6. From his position, how could Frankel prevent rumors?
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