in a professional Organisation II. Change Management.
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in a professional Organisationin a professional Organisation
II. Change Management
1.Vision
To achieve successful change you need a strong mental image of the result
It’s a guiding philosophy that grabs people’s attention and excites them
1. Vision
It is a license to dare, to be better despite inertia and blockages of bureaucracy
It aims to capture our imagination and “turn us on”
1. Vision
Vision affects change when the values, which it represents, start permeating
people’s daily behaviour
1. Vision
The successful management of change demands that university leaders make
others aware of the vision of the future and keep them focused on it
2. Commitment
Commitment means giving all of ourselves while at work
2. Commitment
SENSE OF BELONGING TO
THE ORGANISATION
SENSE OF EXCITEMENT IN
THE JOB
CONFIDENCE IN MANAGEMENT LEADERSHIP
COMMITED
WORKFORCE
2. Commitment
A commitment to change is not merely saying you are in favour of altering the status quo, it is
TO BE WILLING TO PUT YOURSELF OUT TO ACHIEVE IT
2. Commitment
A committed manager, armed with clear arguments and mobilised support, can be unstoppable
2. Commitment
Persistence underpins commitment
Commitment to change is a lever which turns on the fulcrum of persistence
2. Commitment
Refusing to retreat in the face of organisational inertia or opposition, or going for the quick fix, is crucial to leading change
INFORMED INVOLVED
SHARING IN SUCCESS
PRIDE TRUST
ACCOUNTABILITY FOR RESULTS
AUTHORITY DEDICATION
COMPETENCE
BELONGING EXCITEMENT
CONFIDENCE
3. Power and influence
Power is a measure of your potential to:
Get others to do what you want them to do or
Avoid being forced by others to do what you don’t want to do
3. Power and influence
The most effective managers are the ones who :
have a high need for power are highly self controlled channel their power into socially desirable
directions
3. Power and influence
review who seems to make things happen
recognise that all your actions can affect your power
Check out your own power :
3. Power and influence
The more power you acquire, the more likely you will become dependent on
other people
3. Power and influence
• The first basic lesson:Identify those whom you are most dependent on
• The second lesson:Broaden your support so that when you need help it can be obtained from multiple sources
3. Power and influence
The law of reciprocity :
The universal belief that people have to be paid for what they do, that a good or a bad action deserves a good or a bad action in return
3. Power and influence
Reciprocity is the basic principle behind all organisational transactions
3. Power and influence
The theory of alliances
Synergy
Antagonism
3. Power and influence
Synergy
Antagonism
3. Power and influence
+
_
Antagonism
Synergy
The Old Chap syndrome
4. Resistance to change
The only person who is in favour of change is a baby with a wet diaper
4. Resistance to change
Resistance is:
Any conduct that tries to maintain the status quo in the face of pressure to change it
4. Resistance to change
The university is a layered organisation which means that :
Irrational forces influence the decision making in the change process
4. Resistance to change
Upper structure: a surface layer
Sub structure: a deeper layer
5. Force Field Analysis
At any given moment, any situation in an organisation is in a state of equilibrium
5. Force Field Analysis
Change is only possible when one or both of the following occur :
Restraining forces weaken
Driving forces strengthen
5. Force Field Analysis
Equilibrium
Restrainingforces
Driving(changing)
forces
Desirednew status quo
5. Force Field Analysis
DrivingForces
Strong Weak
RestrainingForces
A B
C D
FORCE FIELD ANALYSIS IN ACTION
Restraining forcesAim: Raise output of administrative staff
Unionattitude
Life long employment Lack of
assertivenessof line
management
No rewardsystems
Lack of personnel evaluation systems
Current State: low outputof part of administrative staff
Demand from academic staff for better services
Group pressureof peers
Externaldemands
Driving Forces
III. Improving your Relations and Influence
by applying the Social Style theory
Three fundamental truths about people:
Each human being• resembles all other human beings in certain
aspects• differs from all other human beings• resembles some people more than others
Introductory concepts
Signal Sensitivity
Verbal and non-verbal signals
Comfort zone
Rapport
Social style
A pattern of observable behaviour
that we can use to understand and predict someone ’s actions
AssertivenessThe extent to which a person is powerful or
directive towards others
Receptive Assertive
ControlThe extent to which a person expresses his/her
feelings in contacts with other persons
Controlling one ’s emotions
Reacting Emotionally
Social styles C
A
Social styles
C
A
Analytical type
Social styles
C
A
Analytical type Driver type
Social Styles
C
A
Analytical type Driver type
Expressive type
Social Styles
C
A
Analytical type Driver type
Expressive type Amiable type
Strengths and Weaknesses of each Style
Typically, people will lack the strengths of the style
diagonal to their own style
Styles under stress
Autocracy
AttackAcceptance
Avoidance
A D
EG
Styleflex
Leaving temporarily your comfort zone into the direction of the comfort zone of the other person
Flexibility Pyramid
Flexibility Pyramid
Everybody
Flexibility Pyramid
This Basic Style
Everybody
Flexibility Pyramid
Everybody
This basic Style
This Person
Flexibility Pyramid
Everybody
This Basic Style
This person
Person
in this
situation
Golden Rule:
Treat the others the way you want to be treated
Platinum rule:
Treat the others the way they want to be treated
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