change management and leadership structure

7/23/2019 Change Management and Leadership Structure

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Ramona Elena , Saskia , Margaryta ,Larissa

Change Managementand LeadershipStructure



• Q3.Which forms of resista

they encounter (outline s

according to the article y

•

Q4.#o$ could they deal $resistance (!otter " Choos

Strategies for Change%)&

• Q5.'ll in all What do you

could hae een done di*

Which adice $ould you g

• History of company/company vision

• Q1.Compare the leadership styles of'nne Mulcahy, Carly +iorina and Mark

#urd. Which traits and ehaiorscontriute to their success or failure&Company policies

• Q2.#o$ do they approach changemanagement& lease use the releanttheories to illustrate ho$ they proceed.

-opics -o e Coered



• Xerox ValuesWe succeed through satis/ed customers.

We delier 0uality and e1cellence in all $e do.

We use technology to deelop market leadership.

We alue and empo$er employees. Company products and serices.

• Mission 2ero13s rich heritage is ased on customer4focused and employee4centered alues th

pro/taility and gro$th.

Company 5alue and Mission



• HP ValueCreate technology that makes life etter for eeryone, eery$here.

-o inent, and to reinent.

-o engineer e1periences that ama6e.

7ou8re reinenting ho$ you $ork. #o$ you play. #o$ you lie.

• HP Mission With our technology, you8ll reinent your $orld.

-his is our calling. -his is a ne$ #.

!eep reinenting.

Company 5alue and Mission



• Mark Hur :etailed oriented

Split time e0ually foremployees,customer and

;ro$ and cut costs simul

• !ailure " #ill pro$ect fo

Mark Hur ()* HP

• !iorina (arly <ntroducing innoation like pro/t

and open doors

-eam$ork and =e1ile $ork hourMerger $ith C>M'?

• !ailure " !ocus on Pro+t anPeople

!iorina (arly ()* HP

[email protected]> # 5ision



[email protected]> 2ER>2 5ision

• ,nne Mulca-y ()* Xerox Recogni6ed that the company $as roken and dramatic action

had to e taken

Meet @AA top e1ecuties ,present the situation and ask forcommitment

Refused to cut ack RB: instead she loated infrastructure, solo* +ui 2ero1 and farmed out manufacturing of +le1tronics

• !ailure" .ot value t-e future poer of tec-nolo0y



?D.-heories for changing management



• Misunerstanin0 an lack of trust

eople resist $hen they do not understand its implications perce

them much more than they $ill gain

• 'ierent assesments

'sses the situation di*erently from their managers see more cos

resulting from the change ( for them company)• o tolerance for c-an0e

eople fear they $ill not e ale to deelop the ne$ skills and ehae re0uired from them canFt re0uire people to change too much,

eople $ant to sae their faces

?G. +orms of resistance



• 'ia0nosin0 resistance

>ften run in some form of human resistance

Managers think to kno$ $ho resists

"engineers $ill proaly resist the change ecause they are independet and sus

management.%

Limited approach can creat serious prolems

<ndiiduals act di*erent, often not intuitiely oious

Re0uires careful thought

Some act passiely resistant, some aggressiely trying to undermine it, some since

• Paroc-ial selfinterest

-hey think they $ill lose sosmething of alue as a result

eople focus on their o$n est interest

+orms of resistance



• :esire not to lose something of alue

• Misunderstanding of the change and implication

• elief that the change does not make sense for the orga

• Lo$ tolerance for change

H Reasons people resist to change



• No one-size-fits-all approach, tailor your strategy!

Education Communication

articipation <nolement

+acilitation Support

Iegotiation 'greement

Manipulation co4optation

E1plicit implicit coercion

?H. :eal $ith the resistance

change management and leadership structure

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