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LEADERSHIP VS MANAGERSHIP
HI
CONSIDERABLE
LEADERSHIP
AND LITTLE
MGT

AMT OF
CHANGE

LITTLE
LDRSHIP/MGT

CONSIDERABLE
LDRSH...







BUSINES EXPERTISE/COMPETENCE
THINKING AHEAD STRATEGICALLY
LISTENING TO AND ANTICIPATING CUSTOMER
DEMANDS
PLAN...






UNDERSTANDING ONES OWN AND
OTHERS FEELINGS
LISTENING
BEING OPEN AND EMPATHETIC
SHARING FEELINGS
APPRECIATING OT...









Intrapersonal
self awareness
Self confidence
Self discipline
Interpersonalempathy,
optimism,
social respo...








Stakeholder map in office relocation?
Who areWinners?
Losers?
Helpers?
Hinderers?
Neutral?




POWER CENTRESSOURCES OF POWER
LEVERS OF INFLUENCE
BUY IN FROM STAKEHOLDERS





LIFE AND PURPOSE
ROLE GOALS AND CONTRIBUTION
VALUES
PERSONAL GROWTH AND SELF
AWARENESS








BEING
KNOWING
DOING
THE TRANSITION CURVE
LEARNING OGANIZATIONS
HAVING A PERSONAL VISION
CREATING AN ORGANIZ...
CHANGE TRANSITION GRID

External environment
denial

commitment

past

future

resistance

exploration

Internal self












BPR
LEAN MANUFACTURING
TQM
ISO
BUSINESS EXCELLENCE
VALUES PROGRAMMES
BRANDING
CUSTOMER CARE
BALANCE...






Openly aggressive behavior
Passive aggressive behavior
Passive behavior
Assertive behavior
Collaborative behavi...










Ingratiation
Exchange of benefits
Rationality
Upwards
Appeal
Coalitions
External consultants
Sharing a ...
Managing Change
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Managing Change

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Transcript of "Managing Change"

  1. 1. LEADERSHIP VS MANAGERSHIP HI CONSIDERABLE LEADERSHIP AND LITTLE MGT AMT OF CHANGE LITTLE LDRSHIP/MGT CONSIDERABLE LDRSHIP AND MGT CONSIDERABLE MGT LITTLE LDRSHIP LO HI AMT OF DIFFERENT SERVICE OFFERINGS/BUSINESS STRANDS
  2. 2.       BUSINES EXPERTISE/COMPETENCE THINKING AHEAD STRATEGICALLY LISTENING TO AND ANTICIPATING CUSTOMER DEMANDS PLANNING TO MEET CUSTOMER DEMANDS DEVELOPING CUSTOMER DRIVEN OFFERINGS AND SOLUTIONS TAKING OPPORTUNITIES TO IMPROVE SERVICES TO CUSTOMERS.
  3. 3.      UNDERSTANDING ONES OWN AND OTHERS FEELINGS LISTENING BEING OPEN AND EMPATHETIC SHARING FEELINGS APPRECIATING OTHERS
  4. 4.         Intrapersonal self awareness Self confidence Self discipline Interpersonalempathy, optimism, social responsibility
  5. 5.        Stakeholder map in office relocation? Who areWinners? Losers? Helpers? Hinderers? Neutral?
  6. 6.    POWER CENTRESSOURCES OF POWER LEVERS OF INFLUENCE BUY IN FROM STAKEHOLDERS
  7. 7.     LIFE AND PURPOSE ROLE GOALS AND CONTRIBUTION VALUES PERSONAL GROWTH AND SELF AWARENESS
  8. 8.        BEING KNOWING DOING THE TRANSITION CURVE LEARNING OGANIZATIONS HAVING A PERSONAL VISION CREATING AN ORGANIZATIONAL VISION
  9. 9. CHANGE TRANSITION GRID External environment denial commitment past future resistance exploration Internal self
  10. 10.            BPR LEAN MANUFACTURING TQM ISO BUSINESS EXCELLENCE VALUES PROGRAMMES BRANDING CUSTOMER CARE BALANCE SCORECARD CULTURE CHANGE COMPETENCY FRAMEWORK
  11. 11.      Openly aggressive behavior Passive aggressive behavior Passive behavior Assertive behavior Collaborative behavior
  12. 12.          Ingratiation Exchange of benefits Rationality Upwards Appeal Coalitions External consultants Sharing a common vision Role modelling
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