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Leading change in organization

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Pt Pt

on 16 July 2015

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Transcript of Leading change in organization

Leading change in organization
Ultimate Office Products

Richard Kelly - newly hired Director of Information Systems for Ultimate Office Products

CEO of Ultimate Office Products

Other Managers from Different Departments

1.Why did Richard fail in his first attempt to implement change
Q1 -Why did Richard fail in his first attempt to implement change
Take steps for leading change
People's resistance to change
Q2- Identify subsequent actions by Richard that were more effective for implementing change.
Step 1 : Create a sense of urgency
gather more information & gained support from CEO.

Step 2: Creating the guiding coalition
met with managers forming cross-functional task forces
2.Identify subsequent actions by Richard that were more effective for implementing change.
3. Evaluate the change leadership provided
by the CEO.
Lewin's three steps model
Lack of conviction
Fail to articulate reason for change& managers don’t share same vision

Lack of trust of leadership
Newly created position
Question 2
Step 3:Developing a clear vision
began working together understand
&realize the problems

Step 4:Communicate & share the vision
determine changes needed&involve
people in process
Question 2
Step 5: Empower People to Clear Obstacles
managers opposed change ,CEO made clear supported task force

Step 6: Secure Short-Term Wins
company eliminated steps& days
Question 2

Step 7: Don't Let up
orders made electronically & mistakes eliminated.

Step 8: Make it stick
Discover change things for better, looks ways to improve

Change is not feasible
Several problems of system

Relative high cost
Manager questioned need for expensive new system

Fear of unknown
Don’t have full knowledge & skills
2 situations happened
1. CEO discuss new responsibilities
- Explain the issues to Richard.
- CEO impatient when failed to reach the outcome.

2. CEO authorized Richard to begin
the second plan
- shows support.

Leadership styles
1. Fielder's Contingency Theory

Good L-M relations, task structured, high position power Low LPC
priority on task accomplishment
When Richard failed, she showed dissatisfaction
2. Delegation
CEO authorized Richard to implement the plan.
Richard & managers operational responsibilities
CEO ultimate responsibilities
Organizational Change
1. Attitude-centered change
- CEO emphasizes importance
of change
2. Role-centered change

- Cross functional task force
3. Change in competitive strategy
- new computer system
- One of the most difficult task

- Double-edged sword

- Requires energy, focus and persistence,
and takes longer than expected

-Minimize chaos, decrease intensity yet
remain focused on end result

People/employees – the
most important for change
to take place

Increase profitability –
changes to strategy,
structure, technology and
culture of organization

Q3 -Evaluate the change leadership provided by the CEO
Full transcript