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Leading Change: Essential Strategies for Effective Organizational Transformation

Chapter Ten of Cummings and Worley’s work on Organization Development and Change focuses on the essential components of leading and managing change within organizations. It emphasizes the significance of strong leadership, creating a compelling vision, and developing political support as critical strategies for successful change implementation. The chapter details methodologies for motivating change, managing resistance, and sustaining momentum throughout the transition. Understanding these elements equips leaders to effectively navigate an organization through shifts towards its desired future state.

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Leading Change: Essential Strategies for Effective Organizational Transformation

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  1. Organization Development and Change Chapter Ten: Leading and Managing Change Thomas G. Cummings Christopher G. Worley

  2. Learning Objectivesfor Chapter Ten • To understand the different elements of a successful change program • To understand how leadership is linked to change activities Cummings & Worley, 8e (c)2005 Thomson/South-Western

  3. Change Management Activities Motivating Change Creating Vision Effective Change Management Developing Political Support Managing the Transition Sustaining Momentum Cummings & Worley, 8e (c)2005 Thomson/South-Western

  4. Motivating Change • Creating Readiness for Change • Sensitize the organization to pressures for change • Identify gaps between actual and desired states • Convey credible positive expectations for change • Overcoming Resistance to Change • Provide empathy and support • Communicate • Involve members in planning and decision making Cummings & Worley, 8e (c)2005 Thomson/South-Western

  5. Creating a Vision • Discover and Describe the Organization’s Core Ideology • What are the core values that inform members what is important in the organization? • What is the organization’s core purpose or reason for being? • Construct the Envisioned Future • What are the bold and valued outcomes? • What is the desired future state? Cummings & Worley, 8e (c)2005 Thomson/South-Western

  6. Developing Political Support • Assess Change Agent Power • Identify Key Stakeholders • Influence Stakeholders Cummings & Worley, 8e (c)2005 Thomson/South-Western

  7. Sources of Power and Power Strategies for Change Agents Power Strategies Individual Sources of Power Knowledge Playing it Straight Knowledge Playing it Straight Using Social Networks Others’ Support Using Social Networks Others’ Support Going Around the Formal System Personality Going Around the Formal System Personality Cummings & Worley, 8e (c)2005 Thomson/South-Western

  8. Managing the Transition • Activity Planning • What’s the “roadmap” for change? • Commitment Planning • Who’s support is needed, where do they stand, and how to influence their behavior? • Change-Management Structures • What’s the appropriate arrangement of people and power to drive the change? Cummings & Worley, 8e (c)2005 Thomson/South-Western

  9. Change as a Transition State Desired Future State Current State Transition State Cummings & Worley, 8e (c)2005 Thomson/South-Western

  10. Sustaining Momentum • Provide Resources for Change • Build a Support System for Change Agents • Develop New Competencies and Skills • Reinforce New Behaviors • Stay the Course Cummings & Worley, 8e (c)2005 Thomson/South-Western

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