This document discusses Slocum and Hellriegel's organizational change model. It provides an example of how Steve Miller used this model to successfully lead change efforts at Shell. Miller spent time meeting with employees at all levels to understand challenges. He created "Retail Boot Camps" to develop new business plans and get feedback. Employees were then given opportunities to help solve real problems and saw that change was important for Shell's survival. By involving employees, gaining buy-in, and addressing resistance, Miller was able to change top management's behavior and successfully implement needed changes.

1. Slocum / Hellriegel
By:-
Sai Kiran Mimani
CMBA2 / 1321

3. Change
Purpose
Leadership
Focus
Mo4va4on
Profit
Incen4ve
Strategy
Top
Down

4. Change
Reward
System
Organiza4onal
System
Leadership
Teams
Individual
Organiza4onal
Design

6. • Two year after start.
• The company fell down
• All the senior manager had to attain
workshops
• Performance improved but moral was
still the same

7. • 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

8. • 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

9. • 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

10. • 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

11. • 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

12. 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