management of change

Slocum / Hellriegel

By:- Sai Kiran Mimani CMBA2 / 1321

Change  

Purpose  

Leadership  

Focus  

Mo4va4on  

Profit  Incen4ve  

Strategy     Top  Down  

Change  Reward  System  

Organiza4onal    System   Leadership  

Teams  

Individual  Organiza4onal  Design  

•  Two year after start. •  The company fell down •  All the senior manager had to attain

workshops •  Performance improved but moral was

still the same

•  Shell had to be more aggressive in the internet stage

•  It couldn’t agree on how to implement •  SO IT MADE EFFORT TO CHANGE •  Steve Miller, started to make the change

but to change the top level manager he would like to change their behavior

•  Miller started working half of his time with employees

•  He started meeting the employees of 25 different countries

•  The main challenge faced by Miller was how to boot 49000 Gas Station in retail sales

•  He started “Retail Boot Camp” for five days

•  Before going home he went to “The Camp” and then developed a new business plan

•  He later on received feedback from other shell employees

•  After two months they returned to “The Camp” for follow up session that focused on what had worked and what had failed

•  Employees of the company had the chance to developed the company

•  Worker though the top level that change could happen

•  Miller admitted that this process was “Scary as Hell”

•  Top management was convinced that change is very important for Shell’s survival

•  Even lower level employees can solve REAL problems

Resistance  To  Change  

•  Perception •  Personality •  Habit •  Threats to power and

influence •  Fear of the unknown •  Economic reasons

•  Organizational design •  Organizational culture •  Resource limitation •  Fixed investment •  Inter-organizational

agreements

Individual   Organiza4on