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Slocum / Hellriegel
By:- Sai Kiran Mimani CMBA2 / 1321
Change
Purpose
Leadership
Focus
Mo4va4on
Profit Incen4ve
Strategy Top Down
Change Reward System
Organiza4onal System Leadership
Teams
Individual Organiza4onal Design
• Two year after start. • The company fell down • All the senior manager had to attain
workshops • Performance improved but moral was
still the same
• 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
• 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
• 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
• 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
• 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
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