...MANAGER: A Competing Values Approach FIFTH EDITION QUINN / FAERMAN/ THOMPSON / MCGRATH / ST. CLAIR (Text published by John Wiley & Sons) If you have questions about this questionnaire, please email them to: Lstclair@bryant.edu Copyright © 2011 Competing Values Competency Questionnaire The Competing Values Competency Questionnaire is a tool to help you assess your development as a managerial leader with respect to the four quadrants of the competing values framework.* This questionnaire consists of 100 questions related to skills that managerial leaders need to meet the challenges of complexity, ambiguity, and paradox that characterize the world today. For each item, indicate how often you have successfully engaged in the activity. Rate yourself on the following 7 point scale: Never | Very Seldom | Seldom | Occasionally | Frequently | Very Frequently | Almost Always | 1 | 2 | 3 | 4 | 5 | 6 | 7 | It is important to note that this questionnaire is not designed to provide a final evaluation of your ability as a managerial leader. It is designed to provide a “snap-shot” profile, based on your current experience, strengths, and weaknesses. You then can use the profile to create a personal development plan based on your individual needs and interests. Some items refer to general activities that you may do regularly, such as recognizing people’s feelings. Others items refer to more specific activities and tools that you...
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...Organization The article selected was Managing Change Successfully by Eileen O. Brownell, President, Training Solutions. The article addresses the need to adapt to change, not only in the business world but also in one’s personal life. The world is full of change and will continue through time, requiring constant flexibility, adaptability, creativity, and optimum customer service (Brownell, 2000). Businesses need to identify with the changes and make plans for the future of the business around the change. To successfully manage change, employers must focus on the following ten steps to manage change within the organization to ensure success recommended by the author. According to Brownell, 2000. 1) View change as an opportunity, not a threat 2) Treat the staff like a customer 3) Involve associates in the decision-making process 4) Repeat, repeat, repeat - meaning say it once, say it twice, and say it again 5) Validate the feelings of employees 6) Anticipate tomorrow 7) Let go of the past 8) Customer service 9) Training associates 10) Set an example (Brownell, 2000). All ten steps are imperative and must be managed from all levels in the organization, from senior management to low level associates. Each step focuses on important aspects that the employer must recognize. For example, step one is to view changes as an opportunity, not a threat. Individuals have a tendency to be defensive when change occurs; however, people need to...
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...http://www.authenticityconsulting.com Requirements for Successful Organizational Change Cummings and Worley (Organization Development and Change, 1995) describe a comprehensive, five-phase, general process for managing change, including: 1) motivating change, 2) creating vision, 3) developing political support, 4) managing the transition and 5) sustaining momentum. That process seems suitable for organizing and describing general guidelines about managing change. Whatever model you choose to use when guiding organizational change, that model should include the priorities and areas of emphasis described in the following five phases of change. The collaborative consulting model described integrates highlights from all of the five phases. Motivating Change This phase includes creating a readiness for change in your client organization and developing approaches to overcome resistance to change. General guidelines for managing this phase include enlightening members of the organization about the need for change, expressing the current status of the organization and where it needs to be in the future, and developing realistic approaches about how change might be accomplished. Next, organization leaders need to recognize that people in the organization are likely to resist making major changes for a variety of reasons, including fear of the unknown, inadequacy to deal with the change and whether the change will result in an adverse effect on their jobs. People need to feel that their...
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... Development, and Change Management MBA 501 (Hybrid/Classroom & Online) Dauch Room 243 Fall 2015 Professor: Pat Berry, (MAOL), Adjunct Professor E-mail: Office Hours: Available via email, text, or phone, (330-336-4646) Credit hours: 3 Class meeting times: Face to face meetings will be September 14, 28, October 12, 26, November 9, 23. The alternating sessions after week September 14th, will be offered online via BlackBoard. Prerequisites: MBA Foundations class or equivalent Course Materials: Organization Development & Change, Thomas G. Cummings and Christopher G. Worley, 10th edition, (note the 9th edition is not the same). Course Description: This course explores the theories and concepts managers can apply, on their own or in collaboration with an OD consultant, to drive effective change management initiatives within their departments or organizations. The course examines how to create and enact positive change in business at the systems level by understanding the elements of organizational design as well as theories and models pertinent to organizational change. The course focuses on large-scale OD interventions as well as strategies and tactics managers can employ to plan, enact and monitor change within their spheres of influence. Topics covered in the course include: understanding the fundamentals of organizational design; systems thinking and its impact on the change process; defining OD and the dynamics of change in relationship to...
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...Mean to Manage Change? Learning Objectives By the end of this chapter, you should be able to: • • focus • • • • Describe what it means to manage change. Exhibit a proactive approach to managing change. Identify five types of change. Exhibit a change readiness mind-set. Describe the six change management competencies. Create a performance improvement plan. Change in business, as in life, is inevitable, and the amount, pace, and complexity of change are accelerating at an ever-increasing rate. Thus, whether it is called reengineering, culture change, global execution, or mergers and acquisitions, there is more organizational change to contend with than ever before. Change also impacts our personal lives. We change jobs; our children leave home; and sometimes we move across the country. Thus, the period in which we are living is one in which change is the norm. What does this mean for you? Today, the responsibility for managing change is part of your job description. In fact, everyone in a leadership role must take on the challenge of helping his or her organization change in a way that ensures its future viability and competitiveness. More than anything else, managers who successfully play the role of change agent realize they can no longer approach change in the oldfashioned way, assuming that someone else will take responsibility for managing change. Kevin is an example of how today’s managers need to think about their change leadership role...
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...Modelling for Change: An Information Systems Perspective on Change Management Models Robert D. Macredie, Carl Sandom and Ray J. Paul Department of Information Systems and Computing, Brunel University, Uxbridge, Middlesex, UB8 3PH Tel: +44 1895 203374; Fax: +44 1895 203391 E-mail: Ray.Paul@brunel.ac.uk; Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As...
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...SITUATION Alex Sander is a young and promising product manager in the Toiletries Division of Landon Care Products Inc. Over the past year, he has successfully rebranded two of Landon’s skin care products in the United States. Alex has created a winning enviornment at the Toiletries Division by applying very high standards to everyone, and often pushing his staff to the limits. A recent 360 degree review has revealed that Alex’s strong drive to succeed has come at a cost, as his staff are highly disenchanted by his iron-fisted ways. (Alex has since discounted the importance of the these findings.) Sam Glass, Alex’s direct manager, is one of the three Product Group supervisors and is coordinating the 360 degree Performance/Feedback Review discussion with Alex. As part of the 360 process comments have been recorded from selected individuals higher and lower in the organizational hierarchy that the individual receiving the feedback. Sam is scheduled to have a discussion with Alex on his 360 process comments and has indicated a contradiction with the results and Alex’s self-assessment. ANALYSIS Alex Sander is described by his staff as a successful, but overly-critical, narcissistic, demanding and inconsiderate micro-manager. These attributes fit the Harvard Business Review Guide to Office Politics’ (Dillon 2013, p. 15) description of a “Control-Freak Boss”. With reference to the Guide, it must be understood that Alex is behaving in this manner not because he is evil. Firstly...
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...Abstract We live and work in a world that is constantly changing which drives today’s organizations to embrace a philosophy of hiring people that can lead employees through change in order to survive. Companies are forever changing due to internal and external forces such as, new technologies, competition, new ideas, profitability expectations, new leadership, and employee turnover. Organizations expect leaders to be a catalyst for change, therefore, the leader cannot afford to stick his or her head in the sand whenever change is occurring and hope the situation will quietly pass them by. Learning to manage high-velocity change is one of the most important leadership skills for a person to master for themselves, their employees, and the organization. What Leaders Need To Know About Managing Change Many of the changes that occurred in the last 18 months were unpredictable, or at least unpredicted, like the crash of the housing market, the collapse of numerous home mortgage and lending institutions, the near meltdown of the big-three U. S. automakers, and the millions of unemployed workers. The implication of the unpredictable nature of change for organizations is clear: although in many cases they may not be able to anticipate change, they can always be fast adapters (Lawler, et al., 2006). In uncertain and rapidly changing environments, organizations are challenged to accomplish two often-conflicting objectives: performing well against a current set of environmental...
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...disadvantages of having a strong culture. Introduction: Organizational culture is a system of shared ideas, values and beliefs, is a widely used term for an uncertainty in terms of estimating the nature of its effectiveness on change variables in an organization. Previously for like decades, nearly all academics and practitioners studying organizations put forward the thought of culture, as the climate and practices that any organizations build up around to deal or handle their people (Schein, 2004). An essential trend in managerial thinking in recent years has been giving confidence to managers to try to create strong organizational cultures (Watson, 2006). Schein (2004) propose that culture and leadership are conceptually intertwined. ‘Statements of values, codes of conduct, principles of public service management and so on set out in rules and regulation are simply rhetoric - or what we now call aspiration statements. Without leadership that is what they will ever be rhetoric. It is our job as administrators, managers and leaders to turn them into reality’ (O’Farrell, 2006. p.8) This study explains why managing culture is vital to successfully boost both organization performances and the public service modernization programmed. More effectively managing culture along with the issues to be addressed in terms of its useful commitment and handle in the public service are delineated. The most fascinating aspect of culture as a concept is that it points us to facts that are submerged...
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...problem for the business because it must train managers to effectively communicate within the constructs of different cultural norms and values. Communicating to others the importance of diversity in multinational corporations is a difficult task because it essentially involves asking others to reject the idea of their culture being superior to others. As O’Rourke (2010) points out, “failures in an overseas business setting most frequently result from an inability to understand and adapt to foreign ways of thinking and acting, rather than from technical or professional incompetence,” (p. 284). Regardless of difficulty, if a business is going to remain competitive as a multinational corporation, it is absolutely imperative that managers successfully communicate with individuals from different cultures. I chose to research multi-cultural management strategies because I understand how multi-national corporations are growing in number and size. Understanding why some are more successful in the global marketplace than...
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...ninth edition STEPHEN P. ROBBINS MARY COULTER Chapter 13 © 2007 Prentice Hall, Inc. All rights reserved. Managing Change and Innovation PowerPoint Presentation by Charlie Cook The University of West Alabama LEARNING OUTLINE Follow this Learning Outline as you read and study this chapter. Forces for Change: Two Views of the Change Process • Discuss the external and internal forces for change. • Contrast the calm waters and white-water rapids metaphors of change. • Explain Lewin’s three-step model of the change process. Managing Organizational Change • Define organizational change. • Contrast internal and external change agents. • Explain how managers might change structure, technology, and people. © 2007 Prentice Hall, Inc. All rights reserved. 13–2 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Managing Change • Explain why people resist change and how resistance might be managed. Contemporary Issues in Managing Change • Explain why changing organizational culture is so difficult and how managers can do it. • Describe employee stress and how managers can help employees deal with stress. • Discuss what it takes to make change happen successfully. © 2007 Prentice Hall, Inc. All rights reserved. 13–3 L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Stimulating Innovation • Explain why innovation isn’t just...
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...Roles of Managers and Individuals Paper Tod M. Stewart MGT/426 - Managing Change in the Workplace August 26, 2013 Dr. George R. Monk, PhD Roles of Managers and Individuals Paper Change is inevitable. Change brings rebirth, renewal, an opportunity to redefine and refocus on how individuals and organizations interact within its environment. Change management seeks the acceptance and adoption of new creative and innovative ways of performing their duties. Change can come in the form of a systems, procedures, policies, or structures. The important focus in organizational change is in the behaviors and results-based production of its employees. Value is delivered to the organization when individual employees take ownership and initiative to engage themselves in the change process. The organizational roles involved in the change process, from executive level managers to front-line supervisors, all have a stake in the direction and ease of change transition. This paper will examine the roles of managers, change agents used, and management’s role in combating resistance, and championing change. Roles of Managers Leadership in change is an important element which will direct the workflow and communication during change. Like cogs in a machine, each independent role works together to perform its individual expectations based on its focus in the change project. The key management roles in the change process include but are not limited to executives and senior-level management,...
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...MANAGEMENT OF CHANGE INTRODUCTION It is said that the only constant thing in life is change. This means that change is to be expected in all aspects of life yet most people find it difficult to adapt to change. Change is so fundamental to all things in the world that it is the most important obstacle to overcome in a game of survival of the fittest. It is constant for all times. Those who adapt to change evolve and become better like the butterfly while those who resist become extinct like the dinosaur. Bill Gates, the founder of Microsoft, believes that people who are reactive and let change overwhelm them or pass them by will perceive change negatively. But those who are proactive seek to understand change and embrace it; the idea of something new is positive, exciting and uplifting. Organisations that have realized the inevitability of change have accepted the onerous tasks of managing it. This unchallengeable fact may have been the reason behind the craving by many to understand change, as a phenomenon from wider and deeper perspectives. Consequently, this perhaps, has attracted to the field of management, a flood of change theories and practices. Peter Drucker defined Management as a multipurpose organ that manages a business, managers, workers and work, while Peterson and Plowman defined Management as the process by which purpose and objectives of a particular human group are determined, clarified and effectuated. According to Harold Koontz, "Management is the art...
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...essential to direct a group towards stated objectives and goals. More specifically, any leader requires management skills to lead an organization, or any other group effectively. Therefore, one must adapt good managerial principles to be an effective leader. Change management The first critical part of the leader’s job is managing change. Over the years, change continues to accelerate critically. Effective leaders are those that successfully manage change in their organizations. These are the leaders that effectively realize changes in Managerial principles to ensure the smooth running of organizations, and also, to ensure that they achieve their set targets and objectives. Delegating Successful managers are those that ensure that duties and responsibilities are adequately delegated across the organization. This will ensure that every team player is fully challenged. Effective leaders are those that successfully delegate responsibilities across their organization, to guarantee that every team player is challenged and not overwhelmed by responsibilities. Mentoring As leaders successfully delegate responsibilities to team members, they will have to mentor them like good managers to ensure that they remain focused successfully. Good managers mentor their staff to create...
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...ARTICLE IN PRESS Long Range Planning -- (2010) ---e--- http://www.elsevier.com/locate/lrp Complex Business Models: Managing Strategic Paradoxes Simultaneously Wendy K. Smith, Andy Binns and Michael L. Tushman As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies strategies associated with contradictory, yet integrated tensions. We identify several types of complex business models organizations will need to adopt if they are to host such paradoxical strategies. Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to both overarching visions and agenda specific goals, learn actively at multiple levels, and engage conflict. Leaders can engage these functions through team-centric or leader-centric structures. Ó 2010 Elsevier Ltd. All rights reserved. Introduction By the late 1990’s, USA Today was the highest circulating national newspaper in the United States.1 CEO Tom Curley and his senior executive team had created a new category of newspapers by negotiating distribution deals with hotels and businesses to provide national news to educated and high-income business travelers, a demographic that yielded excellent advertising revenues. When widening access to the Internet and the emergence of novel news content channels such as Yahoo! and AOL promised to put the newspaper’s position under...
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