This document discusses strategies for managing strategic organizational renewal including managing change, cultural change, technological change, and models for leading change. It also covers using organizational development approaches, total quality management, creating team-based organizations, business process reengineering, and implementing more flexible work arrangements to drive organizational renewal.

1. Managing Strategic Organizational Renewal

2. Strategic OverviewSelect, train, and organize employeesPreviously focused on the training and management development methodsConcepts and skills you need to more successfully implement organizational changes

3. Managing Change – What Do We Change?Strategic change – a company’s strategy, mission and visionCultural change – a company’s shared values and aimsStructural change – reorganizationDevelopmental change – people’s attitudes and skillsTechnological change – work methods

4. Cultural ChangeFive ways to achieve cultural changes:Make it clear to employees what you pay attention to, measure, & controlReact appropriately to critical incidents & organizational crisesDeliberately role-model, teach & coach the values you want to emphasizeCommunicate priorities by how you allocate rewards & statusHR procedures & criteria consistent with values you hold

5. Technological ChangeTechnology is a powerful engine of changeCreates change by modifying the work methods organizations use to do tasksResults in reengineering work processMust apply HR methods:TeamworkNew job descriptionsBoosting skill & knowledge levelsMore flexible work arrangements

6. Lewin’s Process Leading Change3 stepsUnfreezingMovingRefreezing

7. Ten-step Change ProcessMobilizecommitmentCommunicatethat visionUrgencyCreate a guiding coalitionDevelop a shared vision

8. Monitor progress& adjust visionTen-step Change ProcessAnchor new waysin cultureConsolidategainsGenerateshort-term winsHelp makethe change

9. Using OrganizationalDevelopment Organizational development is a special approach to organizational change in which the employees themselves formulate the change that’s required and implement it, often with the assistance of a trained consultant

10. Four DistinguishingCharacteristics of ODAction researchBehavioral science knowledgeAttitudes, values and beliefsChanges organization in a direction

11. Four Types of OD ApplicationsHuman process applicationsTechnostructural interventionsHuman resource management applicationsStrategic applications

12. Human Process ApplicationsAim first at improving human relations skillsProvide insights and skills required to better analyze behaviorsA facilitator uses survey research to solve problems & plan action

13. Human Process ApplicationsSensitivity, laboratory, or T-group training are used minimally todayTeam building can improve effectivenessConfrontation meetings resolve misconceptions

14. Using OD to Increase ProductivityTechnostructural interventionsHR management applications use action research Strategic applications harmonize

15. TotalQualityManagement Total quality management (TQM) is a type of program aimed at maximizing customer satisfaction through continuous improvementsContinuousimprovementZero defects6 Kaizen

16. Creating Team Based Organizations82% of U.S. Companies use teams to perform some tasksSelf-directed teamshave several distinguishing characteristics:Perform naturally interdependent tasksUse consensus decision makingTeam’s members perform enriched jobsTeams are also highly trainedEmployers empower the teams & individual members

17. Entrepreneurs + HR - EmpowermentTime Vision finds employee empowerment works well in cases that directly involve employeesTeam investigates which retirement vehicle to use & has responsibility to switch to itFinds empowerment requires right employee and correct training

18. How to Build Productive TeamsEstablish demanding performance standardsSelect members for attitudes and skillsTrain leaders to “coach,” not “boss”Use positive feedbackSelect those who like teamworkTrain, train, and train some moreCross-train for flexibility

19. Insight – Product Improvement TeamsNeed to beproactiveIdentify & correct problemsAchieve continuousimprovementRoadmaps guideprogress

20. Strategic HR – Signicast Uses a Team ApproachImplementideasEmployeesuggestionsValidate withemployees

21. Employee Involvement ProgramsAn employee involvement program, a team activity,is any formal program that lets employees participate in formulating important work decisions or in supervising their own work activitiesManagers rank them as great productivity boosters

22. Business Process Reengineering (BPR) “The fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service, and speed.” … Quote by experts Michael Hammer & James Champy“Why do we do what we do?”“Why do we do it the way we do?”

23. Steps in BPRSeveral jobs combined into 11Workers makemore decisions2Reduce checks, controls to boostefficiency3“Case manager”approach4

24. HR’s Role in Reengineering ProcessHelp build commitmentPromote team buildingRedesign compensationRedesign the work itselfCreate empowered jobs

25. Flexible Work ArrangementsOrganizational renewal does not require massive changeFlextime allows workers to build their day around core midday hoursCompressed workweeks offer longer workdays but fewer of them

26. More FlexibilityJob sharing – two or more people share a single full time jobWork sharing – a temporary group work-hour reduction during economic slowdownsWork from home or telecommuting – using the internet to “phone in” your work