Reflective Essay by using Gibbs Reflective Cycle
Shane hog
ManagingOrganisationalDevelopment.pptxLeading Strategic Change
Managing Organisational Development
Managers in modern business are expected to be more strategic, more entrepreneurial, more innovative and more changed-centred.
(Dalton, 2010)
Leading modern organisations
Can a public sector organisation be subject to private sector management philosophies?
Organisational Culture
The shared beliefs, values and behaviours of organisational members
Schein, 1983, 1984, 1985
Human resource capabilities
Systems
Organisational structures
Misalignment
Systems
Organisational structures
Human resource capabilities
Alignment
People – Vehicle or obstacle?
The faster the change the more crucial the alignment and adaptability of human resource capabilities
Organisational Development
A model of slow, planned change that concentrates on organisational effectiveness and employee wellbeing
Transformational Leadership
Creating an inspiring vision of the future by building trust-based relationships with your people
Effective strategy
Communication
Structures
Human resource capabilities
Culture
Communication
Including the people
A sense of urgency – establish the need
Create a coalition – people with energy
Communicate, communicate, communicate
Involve, involve, involve
Short-term wins
Anchor success
Types of saboteurs for successful change
The Attacker
The Whiner
The scene stealer
The drive-by boss
The manipulator
The clueless colleague
The faux-smart boss
The slacker
The bully
The Attacker
The colleague who repeatedly expresses his/her anger and frustration in the form of inappropriate personal criticism
The Whiner
That co-worker who complains without taking responsibility for improving conditions that surround him/her.
The Scene Stealer
The peer who sets about building his/her reputation at your expense
The drive-by boss
A leader who ignores some of his/her key management responsibilities and doesn’t meet the needs of his/her employees or the organisation
The Manipulator
The co-worker who attempts to influence your attitude or behaviour through deception or secrecy
The Clueless Colleague
A co-worker who is insensitive to his/her negative impact on the work environment
The faux-smart boss
The boss who has unrealistic confidence in his/her own ideas and skills, often accompanied by a lack of confidence in his/her employees
The Slacker
The co-worker whose poor performance damages your performance
The Bully
A colleague who uses unreasonable demands and inappropriate threats to get his/her way
