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Management Of Change

S
Sai Kiran Mimani

This document discusses Slocum and Hellriegel's organizational change model. It provides an example of how Steve Miller used this model to successfully lead change efforts at Shell. Miller spent time meeting with employees at all levels to understand challenges. He created "Retail Boot Camps" to develop new business plans and get feedback. Employees were then given opportunities to help solve real problems and saw that change was important for Shell's survival. By involving employees, gaining buy-in, and addressing resistance, Miller was able to change top management's behavior and successfully implement needed changes.

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Slocum / Hellriegel By:- Sai Kiran Mimani CMBA2 / 1321
Management Of Change
Change Purpose Leadership Focus Mo4va4on Pro鍖t Incen4ve Strategy Top Down
Change Reward System Organiza4onal System Leadership Teams Individual Organiza4onal Design
Management Of Change
≒ 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 couldnt 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 Shells 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
Management Of Change

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Management Of Change

  • 1. Slocum / Hellriegel By:- Sai Kiran Mimani CMBA2 / 1321
  • 3. Change Purpose Leadership Focus Mo4va4on Pro鍖t Incen4ve Strategy Top Down
  • 4. Change Reward System Organiza4onal System Leadership Teams Individual Organiza4onal Design
  • 6. ≒ Two year after start. ≒ The company fell down ≒ All the senior manager had to attain workshops ≒ Performance improved but moral was still the same
  • 7. ≒ Shell had to be more aggressive in the internet stage ≒ It couldnt 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
  • 8. ≒ 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
  • 9. ≒ 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
  • 10. ≒ 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
  • 11. ≒ Miller admitted that this process was Scary as Hell ≒ Top management was convinced that change is very important for Shells survival ≒ Even lower level employees can solve REAL problems
  • 12. 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