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Leading For Change

YOLO Presentation
by

Lam Le Thanh

on 5 July 2013

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Transcript of Leading For Change

Theoretical & Philosophical Framework
Warm-up Activity
CHARADE CONTEST
2 groups of students
Use
physical language
to describe a phrase to guessers
Guessers

should provide the
full phrase

Alternative answers are sometimes acceptable


Points for the team with correct answer
Actor can
opt out
of the phrase and get
one
teammate to do it.
Succeed - both of you return to the team with points. Fail - :)
Team with higher score win.

Epistemological Framework
Carlos Ghosn
Carlos Ghosn on Nissan's "blame culture" in 1999
Case Study Analysis
Internal
External
Natural

Change drives
management
Interactional

mix of
Instrumental

Management
drives change
Planned Change
Organization Development
References
Leave a comment
NSFW
Underlying Issues
Financial
Cultural
Main Activity
TOWER BUILDING
Miller, P, Skringar, Elizabeth R, Dalglish, C, Stevens, T 2012, Leadership and Change Management: Leading for Change, 1st edition, Tilde Publishing, viewed 26 June 2013.
Ghosn, C, 'Saving The Business Without Losing The Company', Harvard Business Review, pp. 37-45, viewed 26 June 2013.
David, F 2011, Strategic Management: Concept & Cases, 13th Edition, Boston Prentice Hall, viewed 30 June 2013
Komives, Susan R.; Wagner, Wendy 2012, Leadership for a Better World : Understanding the Social Change Model of Leadership Development, e-book, accessed 30 June 2013
Rafferty, A, Jimmieson, N & Armenakis, A 2012, ‘Change Readiness: A Multilevel Review’, Journal of Management , vol. 39, no. 1, pp. 110-135.
Cameron, E, Green, M 2012, Making Sense of Change Management : A Complete Guide to the Models Tools and Techniques of Organizational Change, e-book, accessed 02 July 2013.
Stanfordbusiness, Carlos Ghosn of Nissan/Renault: Look Ahead, Don't Stand Still [video online]. Available at <
http://youtu.be/yChtop17sd8
> [Accessed 01 July 2013].
Teckming1234, Balloon Tower Game [video online]. Available at <
http://youtu.be/iQ9zttoyiq0
> [Accessed 03 July 2013].
In debt of $16.5bil
Struggling to turn profits for 8 years
No investment in product development
Keiretsu partnership
Paid and promoted employees based on age and tenure
Compensation system gives little incentives
Inability to accept responsibilities
Change Source
Change Mode
Rational Perspective
Strategic Management
Innovation
Systems/Complexity/Chaos Theories

Contingency Perspective

Cultural Determinism
Resource Dependent Model
Institutional Theory of Imitation
Institutional Perspective
Life-Cycle Models
Dialectic/Political Perspective
Population Ecology Model
Eastern Perspective
Taoism/Confucianism

Table of Content
1. Introduction
2. Warm-up Activity
3. Theory Analysis
4. Case Study
5. Discussion
6. Main Activity
7. Reference
10'
5'
15'
10'
20'
Jack Welch 29 mins ago
Why this guy?? What 'bout me? T_T

Sméagol 17 hours ago
Sneaky little Hobbitses! Curse 'em and splash 'em!!

Hodor 3 days ago
Hodor.... HODORRRRR....
All comments (59)
147
13
...in a Nutshell
Develop Potential
Coaching/Training
Relationship/Understanding
Teamwork
Dynamic Group

"You teach me and I'll teach you"
Long-term
Steady Change
Decision-making based on each character
in a Nutshell
"Plan as you go"
Comparison
Key Findings & Conclusion
Identify Goal
Situation Analysis
Strength & Weakness
Opportunities/Threats
Figure 1
Figure 2
Figure 3
Figure 4
Figure 5
Figure 6
Organization Development
Strategic Management
+301 views
by TCostigan
Thanks for your attention and participation!

Strategy
Formulation
Implementation
Evaluation
Rational decision-making
Strategic Management
Strategic Formulation
Strategic Planning
(David F.)
Academic Term
Business Term
Mission
Internal Assessment
Vision
External Assessment
Organization Development
Enhance Strength
Reduce Weakness
Co-exist and complete each other
Figure 1, reproduced from
nintendo.wikia.com
Figure 2, reproduced from
sodahead.com
Figure 3, reproduced from
pokemonelite2000.com
Figure 4, reproduced from
pacman.wikia.com
Figure 5, reproduced from
pictureshunt.com
Figure 6, reproduced from
amazonaws.com
Figure 7, reproduced from
imgur.com
Figure 8, reproduced from
mobile9.com
Figure 9, reproduced from
photoshelter.com
Figure 10, reproduced from
leodeboerfilm.nl
Figure 11, reproduced from
womenselfprotection.blogspot.com
Figure 12, reproduced from
five-words.com.au
Figure 13, reproduced from
nicholsoncartoons.com.au
(Miller P)
Each group of 4 has to construct a balloon tower by:
- Balloons
- Tape
- Double-sided tape
Judging criteria
- Height
- Structure
- Stability
Summary and Feedback
- Collaboration among team members
- Sharing resources when needed
Dismantling Keiretsu investments
Remove seniority rule
Revamp compensation system
Promoting his chosen advisors
Redefining manager's role
Cross-Functional Teams
Organization Development Decisions
Cross-Functional Teams
Strategic Management Decisions
Competitive disadvantage: purchasing & sale
Who is he?
Born in Brazil (1954)
Speak 5 languages fluently
Famous manager of international companies
Cross-cultural leader
Saved Nissan from near bankruptcy in the late 1990s
Gained the nickname "Cost-killer" and "Mr.Fix-it"

Definition: Diversified group of people with different expertise, working toward an objective.
Turn-around Change
Reduce significant amount of expense
Rational decision-making
Recover $4bil.
More incentives for high performance
Raise productivity & efficiency
Focus on performance rather than tenure
Emphasize on discipline and result
Control over firm direction and operation
Quick response to strategic matters
Leader's Role: Strategist (Rafferty 2012)
Focus on contribution and responsibilities
Cost Reduction
Why is it O.D application?
"Breaking through from traditional organization hierarchy, 'Cross-functional team' set a classic example of organization dynamic and interaction"
(Komives 2012)
Formed 9 Cross-functional teams (CFTs)
Each CFT: 8 members drawn from middle managers and 2 leaders from executive committee.
Responsibilities, decision-making and recommendation were given.
Result
Eliminate "blame culture"
Formulate "Revival Plan"
Carlos gained trust & respect from his employees
Figure 7
Figure 8
(Cameron, E 2012)
"First we cut, then we cut, lastly we cut"
Figure 9
Figure 10
Figure 11
Figure 13
Figure 12
Discussion
1. What issues would Carlos Ghosn encounter if he ignored O.D?
3. Discuss any drawback of implementing CFTs in Nissan's situation in 1999?
2. What issues would Carlos Ghosn encounter if he ignored S.M?
Full transcript