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The Components of Organizational Alignment Vision Structure • Span of control • Team composition • Hierarchy Systems • Accounting • HR Capabilities • Technical • Leadership Culture • [r]
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(2)CHAPTER
THIRTEEN
Leadership and Change
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McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved.
Beer’s Model of Organizational Change
D = followers’ dissatisfaction M = model for change
P = process
R = resistance
C = amount of change
(4)Example of a
Vision Statement
We believe that an organization will only be as We believe that an organization will only be as
good as its leaders. Our vision is to increase our good as its leaders. Our vision is to increase our
clients’ productivity, profitability, and clients’ productivity, profitability, and
shareholder value by enhancing their ability to shareholder value by enhancing their ability to attract, develop, promote, and retain leadership attract, develop, promote, and retain leadership
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The ExpectationPerformance Gap
Actual performance
Pe
rf
or
man
ce
Change initiative implemented
Status quo
Expectations
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McGrawHill/Irwin © 2002 The McGrawHill Companies, Inc., All Rights Reserved.
Common Losses with Change
Loss of: Possible Leader Actions
Power Demonstrate empathy, good listening skills, and new ways to build power.
Competence Coaching, mentoring, training, peer coaching, job aids, and so forth.
Relationships Help employees build new relationships before change occurs, or soon thereafter.
Rewards Design and implement new reward system to support change initiative.
Identity Demonstrate empathy; emphasize value of new roles.