Samenvatting
Samenvatting Organisation & Change
- Instelling
- UC Leuven-Limburg
Samenvatting + notities (combinatie van Engels en Nederlands)
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Organisation & ChangeExamen: JIMS CASE mag je meenemen op het examen, de tekst 20/40 punten op de jims case
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Andere helft krijgt een nieuwe jims case
Inhoudsopgave
Organisation & Change ................................................................................................................................... 1
1 What is an organisation? ........................................................................................................................ 4
1.1 What are the elements of an organisation? .......................................................................................... 4
1.2 Organisational culture ........................................................................................................................... 6
2 Organisational structure ......................................................................................................................... 7
2.1 Basic omponents of org structure .......................................................................................................... 7
2.2 Types of organisation structures ............................................................................................................ 7
2.2.1 Functional structure (standard organisational structure) ................................................................. 7
2.2.2 Divisional structure ............................................................................................................................ 8
2.2.3 Matrix structure................................................................................................................................. 8
2.3 Bureaucratic regime............................................................................................................................... 8
2.4 Traditional staff-line structure ............................................................................................................... 9
2.5 Line-staff structure ................................................................................................................................. 9
2.6 Bending traditional structures ............................................................................................................. 10
2.6.1 Flexible regime ................................................................................................................................ 10
2.7 Trends in organisational design ........................................................................................................... 10
3 Who are the managers?........................................................................................................................ 11
3.1 What does a manager do? ................................................................................................................... 11
3.2 Levels of management ......................................................................................................................... 11
3.3 Change that influence leadership tasks ............................................................................................... 11
4 What is change, and what is change management? .............................................................................. 12
4.1 Change categories ............................................................................................................................... 12
4.2 Why change? ....................................................................................................................................... 12
4.3 Who moved my cheese? – video .......................................................................................................... 12
4.4 Change management: what is this?..................................................................................................... 12
5 OD Model for planned change .............................................................................................................. 14
5.1 Kotter’s 8-step change model .............................................................................................................. 14
5.1.1 Create a sense of urgency ............................................................................................................... 16
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, 5.1.2 Create a guiding coalition ................................................................................................................ 17
5.1.3 Create a vision for change ............................................................................................................... 21
5.1.4 Communicate the vision .................................................................................................................. 25
5.1.5 Remove obstacles ............................................................................................................................ 27
5.1.6 Create short-term wins ................................................................................................................... 31
5.1.7 Consolidate improvements ............................................................................................................. 32
5.1.8 Anchor the changes ......................................................................................................................... 32
6 Changelab – guestlecture...................................................................................................................... 34
6.1 Who are we? ........................................................................................................................................ 34
6.2 Principles of change ............................................................................................................................. 34
6.3 Theories behind change management ................................................................................................. 37
6.4 Case: what we did! ............................................................................................................................... 37
7 Humanizing strategy – guest lecture ..................................................................................................... 39
8 Talent management (HRM) in an agile workforce ................................................................................. 42
8.1 2 challenges: attract & retain .............................................................................................................. 42
8.2 Starting point: what motivates people?............................................................................................... 43
8.3 Key HR business processes ................................................................................................................... 45
8.4 HRM in an agile workforce................................................................................................................... 45
8.5 Trends in HRM to retain ....................................................................................................................... 47
8.5.1 Find your purpose............................................................................................................................ 47
8.5.2 Stress and burnout .......................................................................................................................... 48
8.5.3 Diversity & inclusion management .................................................................................................. 48
8.5.4 Business coaching ............................................................................................................................ 49
8.6 The role of a manager .......................................................................................................................... 49
9 Workshop – Jims case ........................................................................................................................... 50
9.1 Step 0: analysis of current situation & future situation ....................................................................... 50
9.1.1 Blueprint of change ......................................................................................................................... 50
9.2 Step 1: Create a sense of urgency ........................................................................................................ 51
9.3 Step 2: .................................................................................................................................................. 52
9.3.1 Define your guiding coalition........................................................................................................... 52
9.3.2 Make a stakeholder analysis............................................................................................................ 52
9.4 Step 3: develop a change plan ............................................................................................................. 53
9.5 Step 4: develop a communication plan ................................................................................................ 54
9.6 Step 5: create a transition plan ............................................................................................................ 55
9.7 Step 6-7-8 ............................................................................................................................................. 55
9.7.1 Create short term wins .................................................................................................................... 55
9.7.2 Consolidate improvements ............................................................................................................. 55
9.7.3 Anchor the changes ......................................................................................................................... 55
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,10 Mogelijke oplossing – jims case ........................................................................................................ 56
10.1 Blueprint for change ............................................................................................................................ 56
10.2 The case for change – elevator pitch ................................................................................................... 57
10.3 Our guiding coalition............................................................................................................................ 58
10.4 Stakeholder analysis ............................................................................................................................ 58
10.5 Change plan ......................................................................................................................................... 60
10.6 Communication plan ............................................................................................................................ 61
10.7 Transition plan ..................................................................................................................................... 62
10.8 Create short term wins......................................................................................................................... 62
10.9 Consolidate improvements .................................................................................................................. 63
10.10 Anchor the changes ......................................................................................................................... 63
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, 1 What is an organisation?
An organisation
• A social unit of people that is structured and managed to pursue collective goals.
Specific elements of an organisation
• They have a specific goal
• They have a specific structure
• It consists of people
1.1 What are the elements of an organisation?
Het 7S model of Mc Kinsey
1. Shared values: culture, identity, mission, vision
2. Strategy: clear goals and action plans
3. Structure: how does the organizational structure help the company to reach its goals?
4. Systems: policies and procedures, ways to take decisions
5. Style: management style
6. Staff: how are they recruited, trained, motivated…
7. Skills: most important S, knowledge and expertise of employees, ensures competitive edge
à structure, strategy en systems zijn harde elementen; je kan ze makkelijk veranderen, ze zijn tastbaar.
à style, staff, skills en shared values zijn zachte elementen; je kan deze moeilijker veranderen, ze zjn
niet tastbaar
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