领导和管理变革E

Leading and Managing Organizational Change
Course Objectives
 Understand process, tools and skills in change management
 Learn to balance and encounter negative forces in change, and eliminate employees’
resistance
 Keep on updating both ideas and modes in management to adapt towards changing
environment
 Create magnificence through effective planning and execution of change strategy

Target Audience
Executives or middle-level managers confronted with corporate changes as well as
professional managers who lead changes within organizations or are responsible to lead
large-scale corporate changes

Duration
2 Days

Program Outline
Introduction: Importance of Change

Module 1: Levels of Change Management
 Organizational level
 Process/department level
 Department/team level
 Interpersonal level
 Individual level

Module 2: Typical Change Management Project
 Process re-engineering and improvement
 Enterprise system execution (e.g. ERP)
 Reorganization
 Mergers and acquisition

Module 3: Four Phases of Change Management
 Phase one: Planning Change
 Review organizational business/culture
 Vision
 Reality
 Analysis the degree of organizational buy-in
 Project outline
 Training for change manager and change management
 Phase two: Designing Change
 Gap analysis
 Technic and HR process design


Technic design: identify what need to be changed


HR process design: help employee buy-in, execution and maintenance of
change
 Analysis on stakeholders
 Project plan
 Communication plan
 Leadership in change management


Behavioral factors that help leaders get trust


Behavioral factors of leadership

Nine ways to facilitate change
 Phase three: Executing Change
 How to encounter negative forces in change


“S”-shaped acceptance curve
 Strategy in change execution


Grasp the overall situation


The turning point: Critical point of change acceptance on the “S”-shaped curve


Conformity effect


Make strategies from lower half of the “S”-shaped curve
 Opportunities to execute different kinds of change strategies
 Major roles in change execution


Innovator: Experts


Early accepter: Change agents


Early majority


Late majority: Under effect of conformity


People who are recluctant to change
 Traps in change management


Problems in execution
 Inadequate use of “S”-shaped curve
 Improper change approaches


Problems in strategic leadership
 Lack of support from senior levels
 Lack of strong and reliable leadership
 Excessively rely on authority
 Fail to involve key executors in time


Problems of culture/acceptors
 Underestimate the resistance to transplantation
 Avoid a drift towards conflicts
 That’s how we do it all the time
 If it’s still working, just let it alone
 Phase four: Maintaining change
 Convergence of change project and major business system and process