Busi comm project

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Busi comm project

  1. 1. GROUP NO 5 ALOK SARASWAT GMP4005 PK PRASAD GMP4022 SURESH DHARNIA GMP4042 VIVAN SHARMA GMP4046 VIVEK SAXENA GMP4048
  2. 2. CHANGING AND SUCCEEDING UNDER ANY CONDITIONS (PROCESS OF SUCCESSFUL CHANGE)
  3. 3.  ABOUT THE BOOK  ABOUT THE AUTHOR  STORYLINE  GOOD NEWS – BAD NEWS  MANAGEMENT MANTRAS  CHANGING AND SUCCEEDING  ROLE OF THINKING AND FEELING  MANAGEMENT INSIGHT  COMMUNICATION INSIGHT  CONCLUSION  RECOMMENDATIONS
  4. 4.  THE BOOK IS A FABLE AND ILLUSTRATES HOW A GROUP OF PENGUINS, IN ADVERSE CONDITIONS, TAKE THE STEPS, SEEMINGLY WITHOUT KNOWING  THE AIM OF THE BOOK IS TO DRAW ON THE INCREDIBLE POWER OF STORIES/ STORY TELLING, TO INFLUENCE BEHAVIOUR OVER TIME – MAKING INDIVIDUALS AND THEIR GROUPS MORE COMPETENT IN HANDLING CHANGE AND PRODUCING BETTER RESULTS
  5. 5.  AUTHOR: JOHN KOTTER and HOLGER RATHGEBER  ARTWORK: PETER MUELLER  PUBLISHERS: PAN MACMILLAN  YEAR OF PUBLISHING: 2006  PUBLISHED IN INDIA BY: GOPSONS PAPERS LTD  NO OF PAGES: 147  PRICE: RS 225.00
  6. 6.  JOHN KOTTER - LEADERSHIP AND CHANGE GURU AT HARVARD BUSINESS SCHOOL - AUTHORED 11 BOOKS -GIVES SPEECHES AND SEMINARS AT HARVARD AND AROUND THE WORLD - LIVES IN CAMBRIDGE, MASSACHUSETTS  HOLGER RATHGEBER - MODERN GLOBAL MANAGER - WORKS FOR BECTON DICKINSON, ONE OF THE WORLD’S LEADING MEDICAL TECHNOLOGY COMPANY - BELONGS TO FRANKFURT, GERMANY - SPENT HIS INITIAL YEARS IN ASIA - LIVES IN NEW YORK, US
  7. 7.  FABLE ABOUT A COLONY OF PENGUINS, WHO WAS LIVING IN A FROZEN ANTARCTIC ON AN ICEBERG  DISCOVERED THAT THE ICEBERG IS MELTING AND MIGHT BREAK APART, WHICH MAY ENDANGER THE LIVES OF THE ENTIRE COLONY  A BIG PROBLEM AT HAND BUT NO TANGIBLE SOLUTION IN SIGHT  LEARNT ABOUT MIGRATING TO A SAFER PLACE, FROM A SEAGULL. A NOMAD COLONY….FREE……WITH NO FIXED HOME….MOVE TO SAFER PLACES FREQUENTLY  LOUD VOICES OF SUPPORT, INDIFFERENCE AND PROTEST  NOTWITHSTANDING, SCOUTS SET OUT TO FIND A SAFER PLACE.  NEW ICEBERG IDENTIFIED AND MAPPED BY THE SCOUTS – LOGISTICS AND ADMIN WORKED OUT, TO MOVE THE COLONY  ALL MOVED OUT IN TIME TO A NEW SAFE LOCATION
  8. 8.  GOOD – ENTHUSIASM AMONG THE CORE GROUP OF MEMBERS  MOSTLY GOOD – MOST MEMBERS EVINCED INTEREST FOR AN ALTERNATE LOCATION  NOT SO GOOD – FEW SEEMED TO BE FORECASTING STORMS, CURRENTS AND UNCERTAINTY ALL OVER  MYSTERIOUS – A FEW YOUNG ONES STARTED HAVING SCARY DREAMS  NOT MYSTERIOUS - NOT HELPFUL – SET OF FEW INDIFFERENT ONES
  9. 9.  CREATING A SENSE OF URGENCY TO DEAL WITH A PROBLEM  PUTTING A CAREFULLY SELECTED GROUP IN CHARGE OF GUIDING THE CHANGE  FINDING A SENSIBLE VISION OF A BETTER FUTURE  COMMUNICATING THE VISION, SO OTHERS WOULD UNDERSTAND AND ACCEPT IT  REMOVING AS MANY OBSTACLES TO ACTION, AS WAS PRACTICAL  CREATING INITIAL SUCCESSES QUICKLY  NOT LETTING UP, UNTIL A NEW WAY OF LIFE WAS FIRMLY ESTABLISHED, AND  FINALLY, ENSURED THAT THE CHANGES WOULD NOT BE OVERCOME BY STUBBORN, HARD-TO-DIE TRADITIONS
  10. 10.  THE POWER OF A FABLE LIES IN HELPING YOU ACT SMARTER: PRODUCING MORE, ACHIEVEMENTS, LESS CONFUSION, LOWER STRESS AND A GENERAL SENSE OF BEING IN CONTROL THROUGH UNDERSTANDING  PEOPLE FROM ENGINEERS TO EXECUTIVES, HOMEMAKERS TO PASTORS, STUDENTS TO RETIREES HAVE CONSCIOUSLY USED THE PENGUIN WAY, TO ACHIEVE WHAT THEY WANT, AND WHAT THEIR ORGANISATIONS NEED
  11. 11.  THINKING DIFFERENTLY CAN HELP CHANGE BEHAVIOUR AND LEAD TO BETTER RESULTS - COLLECT DATA, ANALYSE IT - PRESENT THE INFORMATION LOGICALLY TO CHANGE PEOPLE’S THINKING - CHANGED THINKING, IN TURN, CAN CHANGE BEHAVIOUR  FEELING DIFFERENTLY CAN CHANGE BEHAVIOR MORE, AND LEAD TO EVEN BETTER RESULTS - CREATE SURPRISING, COMPELLING, AND, IF POSSIBLE, VISUAL EXPERIENCES - THE EXPERIENCES CHANGE HOW PEOPLE FEEL ABOUT A SITUATION - A CHANGE IN FEELINGS CAN LEAD TO A SIGNIFICANT CHANGE IN BEHAVIOUR
  12. 12.  SET THE STAGE - CREATE A SENSE OF URGENCY - PULL TOGETHER THE GUIDING TEAM  DECIDE WHAT TO DO - DEVELOP THE CHANGE, VISION AND STRATEGY  MAKE IT HAPPEN - COMMUNICATE FOR UNDERSTANDING AND BUY IN - EMPOWER OTHERS TO ACT - PRODUCE SHORT–TERM WINS - DON’T LET UP  MAKE IT STICK - CREATE A NEW CULTURE
  13. 13.  STORY ILLUSTRATES THE ROLE & IMPORTANCE OF A GOOD COMMUNICATION IN AN ORGANISATION  THE COMMUNICATION MAYBE IN THE FORM OF A DISCUSSION, WHICH CAN BE INFORMAL OR FORMAL, IN-TRAINING PROGRAMMES, AS A PART OF ON-THE-JOB MEETINGS, OR WITH FRIENDS OR FAMILIES.  COMMUNICATION FACILITATES THE PROCESS AND MAKES IT LESS CONFUSING/ THREATENING  BENEFICIAL FROM BOTH THE INDIVIDUAL AND PROJECT TEAMS’ POINT OF VIEW  TOOL TO STIMULATE DISCUSSION, WORK OUT ALTERNATIVES AND ARRIVE AT A SOLUTION
  14. 14.  HANDLE THE CHALLENGE OF CHANGE WELL, AND YOU CAN PROSPER GREATLY. HANDLE IT POORLY, AND YOU PUT YOURSELF AND OTHERS AT RISK  ALL TOO OFTEN PEOPLE AND ORGANIZATIONS DON’T SEE THE NEED FOR CHANGE. THEY DON’T CORRECTLY IDENTIFY WHAT TO DO, OR SUCCESSFULLY MAKE IT HAPPEN, OR TO MAKE IT STICK. BUSINESSES DON’T. SCHOOL SYSTEMS DON’T. NATIONS DON’T  JUST THINK AND WE FIND THAT THERE ARE MELTING ICEBERGS/ ICEBERGS VULNERABLE TO MELTING, ALL OVER THE PLACES
  15. 15.  THE BOOK DOES AN EXCELLENT JOB OF COMMUNICATING IN A SIMPLE AND HUMOUROUS WAY, THE KEY CHALLENGES OF LEADING & MAKING A CHANGE  STRONGLY RECOMMENDED FOR READING BY ONE & ALL  MUST READ FOR MANAGEMENT PROFESSIONALS
  16. 16. ?

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