MGT 423 Exam 2

4 P's of leading organizational change

Purpose (5 levels of why)

Picture (vision of success)

Plan (steps forward)

Part (roles involved and part they played)

Key Assumptions of Org Change

-orgs are systems

-change is a process and an outcome

-theres no single right way to change

Needs Assessment for Change

Performance Gap

-ability, capacity, readiness

Opportunity Gap

-market/industry

-organizational mindset

Elements of Change Design

Scope

Origin

Rollout

Timing

Performance Gap

the difference between actual performance and desired performance

Opportunity Gaps

Potential future problems or missed value-creating opportunities the organization will face if it does not act today

Org Change Decisions about Scope

about the indented impact of the change on the organizations core practices, norms, identity, and member behaviors

Scope: Radical Change

intended to affect nearly all aspects of the organization

Scope: Incremental Change

intended to make small adjustments to the existing organizations systems, processes, and routines - small but critical adjustments

Org Change Decisions about Origin

refers to whether the leader plans the change or it emerges from business units more organically

Origin: Top Down Change

Leaders plan this with clear directives, goals, communication plans, adn assessment models. Requires buy-in from mgt team

-greater certainty and control

Origin: Bottom Up Change

emerges from within the organization and can look quite different across multiple business units

-greater diversity of ideas

Types of Org Change

tactical, transformational, evolutionary, revolutionary

Tactical Change

top down/incremental

-address specific issue within the org and to achieve a particular goal

-shift in behaviors or routines

EX: new vendor for company swag

Evolutionary Change

bottom-up/incremental

-leaders rely on ideas to emerge from individuals and subunits in the org

-gradual changes that leaders provide resources for

EX: Company affinity group created - spanish speaking club

Revolutionary Change

bottom up/radical

-impact core belief, behaviors, norms and structures of the company

-emerge within organization often starting in one area and eventually reaches across the org

EX: Strikes

Transformational Change

top down/radical

-starts with leaders goals in mind

-significant impact, leaders devote a great deal of resources to managing this

EX: client mgt system

Org Change Stakeholders

-Keep Satisfied: just keep them happy, just know whats going on

-Manage Closely: stay in close touch, involve early and often

-Monitor with Minimum Effort: mention it at town hall meeting

-Keep informed: the ones doing the thing, know whats going on & apart of the process

Org Change Implementation Decision: Rollout

refers to the decision about where to implement change across the organization

Rollout: Systemwide

changes are rolled out across multiple units or subunits simultaneously

Rollout: Localized

rolled out in a successive process, implementing change in specific units of the org, one by one, until it reaches all areas

Org Change Implementation Decision: Timing

determines the pace of the implementation effort

Timing: Fast

implemented quickly, with the goal of enacting it rapidly and then returning to the "new normal"

Timing: Slow

implemented over an extended period or may go on indefinitely

Bold strokes

send a signal from the top to the rest of the organization - command attention

EX: buying another company

Long Marches

sustained programs of change that significantly alter organizations structure or culture

Steps and sequencing

John Kotters eight steps

1. increase urgency

2. build the guiding team

3. get the right vision

4. communicate buy in

5. empower action

6. create short-term wins

7. dont get up

8. make it stick

Creating Buy-In and Acceptance for Change

-awareness (what change is)

-self concern (how it affects you)

-mental tryout (help ppl focus on what the change is and why)

-hands on trial (how it will happen)

-acceptance

-champion (ppl will help fill others in and get them on board)

Assessing impact of org change - hard

profitability, shareholder value

Assessing impact of org change - soft

changed organizational culture, corp/indiv learning

reasons org change initiatives fail

a lack of

-skills

-vision

-incentives

-resources

-planning

70/20/10 Model

-70% of learning derives from job-related experiences

-20% of learning derives from interactions with others

-10% of learning derives from formal educational events

Guided Contextual Learning

Context dependent competencies trained via simulation, on the job training, behavior modeling, and experiential learning

Guided Competency Learning

well defined competencies trained via lecture and online methods

Social Contextual Learning

context dependent competencies learned via social media and informal interactions through others

Lectures

-trainers communicate through spoken words what they want the trainees to learn. useful when instructor is main knowledge holder

Pros: low cost, efficient, can cover a lot of content in a large audience

Cons: lack of hands on engagement, lack of attention span, lack of meaningful connection to the workplace

Behavior Modeling

-Showing or demonstrating the skills that an employee would need in a role

-Demonstration, roleplay

Pros: Provides opportunities for practice and gives standardization of how a process is done, high transfer of training and sense of right and wrong

Cons: People may get bored or have trouble paying attention, not everyone learns through watching, frustration if not bale to match the process, people may not like to participate, need to be very deliberate with choosing a trainer

Apprenticeship

- Combines on-the-job and classroom training

- Pros: personal, helps the employee learn and apply the information in a timely manner, questions answered instantly, higher loyalty to the company, good way to capture tacit knowledge

- Cons: Takes a long time to see results, risky as you are investing in one person to follow through, costly, limited access for minorities and women, cannot guarantee you have secured the job

Discussion Boards, Shared Spaces

- An online space that allows colleagues to communicate in an open forum and answer questions

- Pros: Allows for open communication, able to easily collaborate and answer questions, could be used for polling, saves a bit of time

- Cons: Does not allow for verbal communication, messages could be read wrong, people do not interact with each other as much, fewer responses as time goes on, could be hard for some to find and use

Simulations

a training method that represents a real-life situation, with trainees decisions resulting in outcomes that mirror what would happen if they were on the job

Pros: reality based practice, learn from mistakes, no risk involved, hands on

Cons: expensive, time consuming, re-investment is expensive

Business Games

require trainees to gather and analyze information and make decisions - mainly used for mgt skill development

Pros: engaging, immediate feedback, learn safely

Cons: lack relevance, hard to maintain

Costs: what do you need for the game?

Self-Directed Training

When learner knows enough to self teach, choice of when and where to learn, content is consistent

Pros: employee freedom, at their own pace

Cons: high development costs, on employees own time (when will it be completed), who is paying for this?

Case Studies

a story or adapted version of a realistic topic that revolves around an individual, company, product, situation, or event

Pros: easily accessible for pre-existing cases already developed, develops analytical skills, engaging

Cons: can be dull, not always applicable to every situation, timely

Costly: if you have a large audience and need to provide it, costly to develop in house

Adventure learning

experiential learning method that focuses on the development of teamwork and leadership skills through structured activities

-best suited for developing skills related to group effectiveness

Cons: risky, costly, turn off for some learners

Team Training

Training that is designed to improve team effectiveness. How to work and function as a team.

-focused on behaviors, knowledge and attitudes

Cons: costly, time consuming

Action Learning

gives teams or work groups an actual problem, has them work on solving it and committing to an action plan, and then holds them accountable for carrying out the plan

Pros: highly engaging, relevant to a current/specific business challenge

Cons: expertise required, clarity of desired outcome

Choosing a Training Method Consideration Checklist

-the learning outcome

-the learning environment

-transfer of training considerations

-cost

-overall effectiveness

blended learning

Learning that involves a combination of online learning, face-to-face instruction, and other methods.

distance learning

Training method in which geographically dispersed companies provide information about new products, policies, or procedures as well as skills training and expert lectures to field locations.

mobile learning

Refers to informal or formal learning delivered using a mobile device such as a smartphone, netbook, notebook computer, or i-Pad.

virtual instructor-led training (VILT)

refers to training that is delivered in a virtual or simulated environment, or when instructor and learner are in separate locations. Environments are designed to simulate the traditional classroom or learning experience.

-links, downloads, tools readily available

Blogs, Microbogs, Podcasts, RSS Feeds & Social Media

Pros: easy access, 24/7 access, interactive messaging and sharing, use to reinforce learning, build community, reverse mentoring

Cons: anyone can add information, security concerns

Costly: if you are paying for the platform

Gamification & Simulations

game-based strategies are applied to training program

Pros: share ideas, interactions, provide a fun way to learn, leaderboards & gateways enhance engagement

Cons: no verbal communication, message could be understood wrong, expensive to buy or develop, may involve special equipment

MOOCs (Massive Online Open Courses)

learning that is designed to enroll a large number of learners (massive); is free and accessible to anyone with an internet connection (open); and has specific start and completion dates, quizzes and assessments and exams (courses)

Pros: wide variety of topics, no travel costs, don't disrupt daily work

Cons: completion rates are low, hard to gauge transfer of training

Adaptive Training

training that customizes or adapts the content presented to the trainee based on their learning style, ability, personality, or performance

-learns and you're learning

-development of different customizations to meet a variety of learners needs

-adaptions include variety, difficulty, and sequencing of content & practice problems

artifical intelligence

the development of a system such as a computer, a computer-controlled robot, or software that thinks intelligently like humans

-use cases include personalization, evaluation, coaching, smart assistants, translation

Cons: development costs, stick close to ensure quality is acceptable, check sources

Augmented Reality (AR)

A live direct or indirect view of a physical, real-world environment whose elements are augmented by computer-generated sensory input such as sound, video, graphics or GPS data.

-creates more customized learning experience

-sets expectations of whats acceptable and encouraged

Cons: tech challenges, level of expertise and comfort with tools, relevance

Machine Learning

AI systems that learn by applying algorithms to data to identify user trends & patterns that inform future suggestions and data searches

Cons: development costs

Key Considerations for Tech-Based Training Methods

-Needs assessment: does the org have the tech infrastructure to deliver training, provide learning resources, and offer tech support? Do trainees possess the skill for online learning?

-Rapid prototyping: refers to an iterative process where initial design ideas are proposed and provided in rough form in an online working prototype

-Repurposing: directly translating a face-to-face program to an online format

Expert Systems

organize and apply the knowledge of experts to specific problems

-a knowledge base that includes facts, figures, and rules

-a decision making capability that draws conclusions from this info to solve problems

-a user interface that gathers and gives info to the user

Electronic Performance Support System (EPSS)

a computer application that can provide, as requested, skills, training, information access, and expert advice

-enhances performance in the fastest time possible with minimal support from others

-includes all software needed to support work

-captures, stores, and distributes knowledge throughout an org

Learning Management System (LMS)

A system for automating the administration of online training programs.

Can centralize:

-content & activities, exercises

-track regulatory compliance

-training metrics

EX: Canvas

When is tech needed for training support?

-performance in infrequent

-time consuming and difficult tasks

-consequences of error are severe

-information changes frequently

-employee turnover is high

-few resources are available

When to use tech?

-adequate budget and resources

-trainees are geographically dispersed

-trainees are comfortable with tech

-use of new tech fits into org culture

Development

learning experiences that help employees grow and prepare for the future

-often includes voluntary learning not tied directly to the current job

-helps mgers understand employee strengths, weaknesses, interests

-helps mgers expand employee responsibilities to meet growth

-increase retention and employee engagement

training

related to the current job and is typically required

Four steps of onboarding

1. Compliance

2. Clarification

3. Culture

4. Connection

Onboarding: Compliance

understand basic legal and policy related rules and regulations

-get acknowledgement of recieved of onboarding materials

Onboarding: Clarification

understanding job and performance expectations

Onboarding: Culture

understanding company history, traditions, values and norms

Onboarding: Connection

understanding and developing formal and informal relationships

Everboarding

-onboarding that continues throughout employees first year

-ensure there is follow up throughout first year, plan it out

-focus on tech and social aspects of work and org culture

-active involvement and employees are encourages to ask questions

-interaction between new hires and seasoned employees

-managers must be invovled

Approaches to Career Mgt: Your decision

traditional, protean, boundaryless

Protean Career

a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment

-organic, goes where skills lead

EX: across dept lines; start out in marketing, take on HR responsibilities, then go into HR, now sales supervisor

Traditional Career

-follow ranks to go up corp laddar

-sequence of positions

-start out as hr specialist, then generalist, then supervisor, then director, then VP, then CHRO

Boundaryless Career

most common career path

change jobs periodically during their working lives

-where life takes you/go where you desire

-real estate, then open a restaurant, next life coach

Employee Career Planning

-up to the employee to have a plan

-what they bring to the table: skills, interests, assessments, job experiences

Company Career Development

-offer development opportunities for employees

-what they bring to the table: coaching, mentoring, training, succession planning

Steps in Employee Career Planning

-Self Assessment (identifying opp and areas for improvement)

-Reality Check (identifying what needs are most realistic to develop)

-Goal setting (establish goals to focus on development efforts)

-Action planning (creating a plan to determine how goals will be achieved)

Approaches to career development

formal education, executive education, personalist tests, assessment center, performance appraisal, 360 degree feedback, enlarging current job, job rotation, lateral moves, transfers, promotions, downward moves, temp assignments, volunteer work, sabbaticals, mentoring, coaching, succession planning

Coaching

a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

-three roles:

1. developing high potential managers

2. helping employees learn for themselves

3. providing valuable resources

Why would there be manager resistance to coaching?

-reluctant to discuss performance problems

-better able to identify performance issues than solve them

-may believe employees perceive coaching as criticism

-may not have time

Mentoring

experienced, productive senior employee who helps develop a less experienced employee

-help socialize new employees, develop mgers, provide new opportunities

-reverse mentoring or peer mentoring

Protege benefits to mentoring

career support, skill development, greater org influence

Mentor benefits

-developing interpersonal skills

-increased self-esteem

-increased sense of worth to the company

-access to new knowledge in their field

What executives want for build vs buy talent ratio

2:1

Succession Planning

the process of identifying and tracking high-potential employees for advancement in a company

What are the benefits to succession planning?

-prepare future leaders and build bench strength

-minimize disruptions when key employees leave

-help plan development experiences and training

-attract and retain employees

What is involved in succession planning?

-strategic planning

-change mgt

-succession planning

-performance mgt

-talent mgt

-leadership development

Succession Planning Impacts

-Operational impact

-financial impact (ppl who bring in the most money how do we cover them?)

-strategic impact

-market impact

High potential talent for succession planning

-Competency: Knowledge, skills, personal attributes, experience, long term performance

-Engagement: commitment to org

-Motivation: drive to assume higher levels of responsibility and org impact

*must have high levels of all three of these to be considered for leadership position

Succession Planning Components

-Replacement Plan: look at all key positions and what is the reality of the situation, how are we going to replace the job

-Talent Development Plan: what are the training gaps?

-Succession Plan: big picture of all key positions and potential people to move into them

Nine-box grid

A three-by-three matrix used by groups of managers and executives to compare employees within one department, function, division, or the entire company for analysis and discussion of talent, to help formulate effective development plans and activities, and to identify talented employees who can be groomed for top-level management positions in the company.

Features of the 9-box model

1. poor employee

2. inconsistent employee

3. potential may be misplaces

4. strong contributor

5. core employee

6. rising star

7. technical/subject expert

8. agile nonperformer

9. star

Advantages to public succession plans

-employees may stay because they understand promotion prospects

-employees who are not interested may communicate their intentions

Disadvantages to public succession plans

employees not targeted may become discouraged and leave

traditional training methods

training methods that require an instructor or facilitator and involve face-to-face interaction between trainees

presentation methods

training methods in which trainees are passive recipients of information

lecture

a training method in which the trainer communicates through spoken words what trainees are supposed to learn

audiovisual instructions

media-based training that is both seen and heard