Fluent Essays

In this assignment, you are THE CHANGE AGENT.  Please advice CHAIRMAN CAO of FUYAO GLASS COMPANY of your recommendations for the company.  In particular give consultation to the issues that are pressing for the company. Examples of pressing issues are  1. productivity ( losing money )  2. unionization ( division among workers )  or  any other area you have identified as serious issues that need immediate attention.  THIS SHOULD BE AT LEAST ONE PAGE (SINGLE SPACED) . At least 500 words  CITATIONS AND REFERENCE is essential  (use reference from text book or powerpoint pls thx)The Change Agent Steven H Kim Change Agent NOT THE LEADER Can be INTERNAL or EXTERNAL (consultants) HELPS SPONSOR and IMPLEMENTORS stay ALIGNED NO DIRECT LINE OF AUTHORITY Change Agent Gathers Educates Advise Facilitate Coach Emergent Model of Change : “CONSULTANCY” Psychological distance OBJECTIVE Support leaders in a (contained or safe environment) PROSCI : Team Model (REPs of ORG) Experienced Credible Proven TEAMWORK Networked Resourced Roles of the CHANGE AGENT Know which role is required EXPERT Extra PAIR OF HANDS COLLABORATIVE Stages of the CONSULTING PROCESS Entry Contracting Diagnosing Implementing Evaluating Internal vs External Change Agents INTERNAL Long term work Internal Knowledge More initial participation with members (BEGINNING stages) EXTERNAL Major ORG. WIDE change Complex (i.e. change in CEO ) More OBJECTIVITY needed When INTERVENTION needed (no conflict of interests) Facilitating Change Change Agent Tools Awareness Need for change Support Leaders Implementation Mobilize Stakeholders Focus Stakeholders Leaders Facilitating Individual Change Reduce ANXIETY Decrease SURVIVAL ANXIETY Increase LEARNING AND DEVELOPMENT Do not INCREASE SURVIVAL ANXIETY alone Clear PRACTICAL STEPS Support EMOTIONAL Confront: TOUGH CONVERSATIONS Facilitating Individual Change Precontemplation How could things be better? What would happen if we don’t change? Contemplation This change can help, but what concerns you? Preparation Any thoughts on how you can go about this change? Action What specifically could you do? What worked and didn’t work? How can you adjust? Facilitating TEAM CHANGE Identify TYPE OF TEAM (i.e. virtual, project) How much team or teamwork needed Greater complexity = greater teamwork Team’s 5 elements Mission Roles Process Interpersonal Inter – team relationships Understand TUCKMAN’S STAGES OF TEAM FORMATION Facilitating TEAM CHANGE Be AWARE OF … Doing their own thing FRAGMENTATION - I’LL JUST DO MY PART Personal Agendas taking PRECEDENCE GROUP THINK Provide HOLDING ENVIRONMENTS BE AWARE , MONITOR MBTI / STRENGTH FINDER Facilitating ORGANIZATIONAL CHANGE FLUID Emergent Complex LINEAR Planned Programmed CHANGE KALEIDOSCOPE Baldwin & Hailey Linear (planned) TIME How fast SCOPE Whole or part PRESERVATION What should be KEPT DIVERSITY Homogeneous or diverse CAPABILITY Can we do it (i.e. skills, competence) CAPACITY Resources READINESS Motivated POWER Support from leadership Organization Design Choices Change Path Types of change Change Start point Top down , or bottom up Change Style Collaborative or directive Change Target Attitudes and values, behaviours, or outputs ChanTeam Change Steven H Kim What is a Group and When is it a Team? Group Team or Work Group Indeterminate size Restricted in size Common interest Common overarching objectives Sense of being part of something or seen as being part of something Interaction between members to accomplish individual and group goals Interdependent as much as individuals might wish to be Interdependency between members to accomplish individual and group goals May have no responsibilities other than a sense of belonging to the group Shared responsibilities May have no accountabilities other than ‘contractual’ ones Individual accountabilities A group does not necessarily have any work to do or goals to accomplish The team works together, physically or virtually Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 62. Why we need Teams? Uncertainty – Different skill sets Innovation (CREATIVITY) - Diversity of perspectives Groups More than just a collection of people. some reasons for existence purpose a goal Interact with each other. Members recognize their membership. Groups There are formal and informal rules that help in controlling the interactions The group satisfies physical and psychological needs Psychological perspective Social identification-refers to the recognition that a group exists, separate from others. Social representation-the shared beliefs, ideas, and value that people have about the world. TEAMS Teams are a SPECIAL type of group Teams are simply groups in WORK settings Require COORDINATED interactions to accomplish certain tasks sports or work activities Defined ROLES/FUNCTIONS Members have SPECIALIZED KNOWLEDGE, SKILLS and abilities related to their tasks. Differences between teams and groups cont… GROUPS HAVE A COMMON PURPOSE But TEAMS have PERFORMANCE GOALS CONNECTED TO PURPOSE Everyone in the team is held mutually ACCOUNTABLE Teams limited to a fairly small number complementary skills who interact Differences between teams and groups cont… Team must ACTIVELY COOPERATE to achieve its goals. A team needs to have INDEPENDENCE, responsibility, and the power to operate. It must be EMPOWERED to have some authority to act on its own. Types of Organizational Teams WORK teams one person manages a group of individuals SELF-MANAGED teams no direct manager PARALLEL team Not part of Hierarchy. Run parallel to hierarchy PROJECT team Formed for a SPECIFIC purpose for a period of TIME Team Effectiveness TASK SOCIAL INDIVIDUAL Team Effectiveness IMPROVING TASK VISION: WHERE PLAN: HOW GOALS: WHAT Improve TASK cont. ROLES – everyone knows what each other’s roles are OPERATING process – Agreed upon NORMS a. frequency of meetings b. How the team makes decisions c. Rules for discussion/interaction d. Conflict management e. Reward distributPraise for the previous editions of Making Sense of Change Management ‘There has long been a need for a readable, practical but theoretically underpinned book on Change which recognized a multiplicity of perspectives. By combining the behavioural, humanistic, organizational and cognitive perspectives and by helping the reader make sense of what each perspective brings to understanding Change, this book should help students and practitioners. By linking in work on personality tests such as MBTI™ the book breaks new ground from a practitioner point of view not least because these tests are widely used in practice. I thoroughly recommend it.’ Professor Colin Carnall, Director, Executive Education, Cass Business School ‘Change is a huge thing wherever you work. The key is to make change happen, and make it happen well – with everyone on side, and everyone happy. This book provides an extremely stimulating and accessible guide to doing just that. There are a few people at the Beeb who could do with this. I’ll definitely be placing copies on a couple of desks at White City.’ Nicky Campbell, Presenter Radio Five Live and BBC1’s The Big Questions ‘This excellent, comprehensive, well-written and logically laid out book presents change management processes, concepts, models and frameworks in clear terms; managers on my post-graduate, courses have remarked that this book, has been of immense value to them when planning and implementing change in their organisations – a more fitting testimony one cannot ask for.’ Alec Bozas, Graduate School of Business & Leadership, University of KwaZulu-Natal ‘In today’s rapidly changing world, where emerging markets are becoming the hot centres of action, no company’s change agenda can be a blueprint for another. It is in this context that Making Sense of Change Management, a deeply analytical and thoughtful book on change management, delights. Rather than applying a rather over-simplified ‘silver bullet’ to every problem, the authors attempt to give the flavours and the perspectives, leading to informed choices one has to make. That, to me, is truly valuable.’ Rajeev Suri, India-based entrepreneur, CEO and former Head of Global Marketing, Infosys ‘This impressive book on change is an essential read for any professional manager who is serious about getting to grips with the important issues of making change happen.’ Dr Jeff Watkins, former MSc Course Director, Management Research Centre, University of Bristol ‘I commend it highly. It has a good coverage of relevant theoretical work while at the same time giving plenty of practical examples. It is written in an accessible style that engages the reader and it is full of useful ideas without being overly prescriptive or formulaic.’ Philip Sadler, author of a number of acclaimed business titles and former chief executive of Ashridge Business School ‘This provides a clear and thorough tour of different models of change.’ Richard Jolly, Adjunct Professor