Quan tri su thay doi.pdf

8/11/2019 Quan tri su thay doi.pdf

1/46

QUN TR S THAY I(CHANGE MANAGEMENT)

MBA 2012

Gingvin: TrngThLan Anh

THAY I V PHT TRINT CHC


2/46

Qun tr s thay i - Dr. Lan Anh 2

NI DUNG CHNH

V sao cc dn thay ithtbi? Cc m hnh Quntrsthay i

Mtsyutcnquan tm khi lpkhochthay i


3/46

Managing the OD Process

Three basic components of OD programs:

Diagnosis Continuous collection of dataabout total system, itssubunits, its processes, andits culture

Action All activities and interventionsdesigned to improve theorganizations functioning

Programmanagement

All activities designed toensure success of the

program



4/46

Program Management

Motivating Change

Creating a Vision

Developing Political Support

Managing the Transition

Sustaining Momentum

Effective ChangeManagement

Cummings & Worley (2011) nhndngc5 nhm hotngcnthitiviquntrsthay ihiuqu:



5/46


iu g lm nn thnh cng ca mt d ni mi?

iu g cn tr hoc gy nn tht bi chomt mt d n i mi?

Tholun


6/46


Why trans form at ion effor ts fai l?(Kotter, 1995)


7/46


18% 26%

20%

36%

Why IT Projects Fail

Deficiencies in System Delivery

(36%)

Failure to deliver by the due date Technology did not work

System did not meet

requirements

Deficiencies in Organizational

Change Management (26%)

Problem with organizational

change management

Changes Outside the Scope (20%)

Requirements changed by the

time the system was delivered System delivered planned

benefits, but they no longer

mattered to the business

Major Planning Errors (18%)

System was delivered and used,

but the benefits were not

obtained

Source: Flint, D., The Users View of Why IT Projects Fail, 2005 Gartner, Inc. Findingsbased on 520 failed IT Projects with over 1000 staff.


8/46


Tm nguyn nhn khinqu trnh thayithtbi(Kotter, 1995)

1. Thiucmnhnmtscpbch (urgency)2. Thiumtlin minh dndtsthay i(guiding

coalition)3. Thiumtschia svtmnhn (shared

vision) ivisthay i: vtr caTI trong vsau khi thay is u?

4. Thiugiao tipvsthay i(Under-communication)

5. Khng loibchtnhngtrngiivithay i(obstacles to change)


9/46


Tm nguyn nhn khinqu trnhthay ithtbi(Kotter, 1995)

6. Thiu hoch nh mt cchh thng to nn vnhng ghi nhn thnh tch

ngn hn (short-term wins)7. Tuyn b thng li qu sm!

8. Khng gn kt s thay i

vi vn ha DN


10/46


Cn l do gna o lng kt qu t s thay i (measurable outcomes)

khng y v cng bng: Thiu cng c o lng hoc nhng thang o c th nh lng

c Cc kt qu phi nhiu kha cnh khc nhau v khng o c

ng thi Tn ti nhng kt qu hay hu qu v hnh.

To cm gic b p lc (emotional stress) Thiu d tr phng n i ph vi nhng ri ro hay rocn c th xy ra (anticipate the obstacles)

Cp trn khng lm gng Thiu c s vt cht v nhng iu kin mi trng

thc hin thay i Thiu kin nhn Thiu lng nghe v phn hi ???


11/46


Ten po ints o f po ten t ial fai lure1. A continued discrepancy between top management statements of values or styles

and their actual managerial behaviourSaying one thing and doing another

2. A big programme of activities without any clear goals for change

3. Confusion between ends and meansthe question of training for what must beanswered

4. Short-term perspective. Three to five years is a realistic time framework fororganisational change

5. Lack of coordination between a number of different activities aimed at increasingorganisational effectiveness

6. Overdependence on otherseither outside consultants or inside specialists

7. Large gap between the commitment to change at the top of the organisation andthe transfer of this interest to the middle of the organisation

8. Trying to fit a major organisational change into an old organisational structure

9. The constant search for cookbook solutions

10. Applying an intervention or strategy inappropriately. The tendency to applysomeone elses package


12/46


Nhngtrngiivinlcthay i

Vn ha DN khng h trNgun vn gii hn

Vn nhn lc

Qui trnh bt cp

Thiu thng tin


13/46

Manage the Driv ing Forces As Wel lAs the Restrain ing Forces

What Forces Affect Your Change Project?

Driving forcesDealing only withthis side will immediatelygenerate counterforces

Restraining forces - personalpsychological defenses or groupnorms embedded in theorganizational or communityculture.

Changes at the Top Career-based organization

Powerful external influences Low turnover

Powerful leader Success

Acceptance of need to change Stable environment

Externally focused Criteria of success not visible

Crisis of opportunity Lack of clear authority



14/46


The Change Monster by Jeanie Daniel Duck, Crown Business, 2001 (Illustration by Gene Mackles)

The nature of change unfolds in a series of dynamic but manageable phases that require preparation.

The Change Road Map The roadahead is full of landmines.


15/46


16/46


M hnh Tm-bcthay i(Ko tter, 1996)

Bc Hnh ng Hnh vi mi

1 Gia tngmccpbch

Mi ngi bt u kho nhau: Nhanh ln,chng ta cn thay i!

2 Lpitinphong Thnh lp mt nhm c sc mnh dndt s thay i ln ny. Nhm ny bt ulm vic n vi nhau.

3 Xy dngvincnhtnglai

i tin phong s xy dng vin cnh tnglai v thit lp chin lc thc hin

nhng n lc thay i.4 Thu ht mi

ngitham giaCc nhn vin btutham gia vo cngcucthay i, thhinqua hnh vi cah.


17/46


M hnh Tm-bcthay i(Kot ter, 1996)

Bc Hnh ng Hnh vi mi5 Trao quyn Thm nhiu ngi thy mnh c th hnh ng,

v thc s hnh ng theo vin cnh tnglai.

6 Tora nhngthnglingnhn

ng lc hnh thnh khi nhn vin c gnghon thnh cng vic theo vin cnh tng lai,cng lc nhng cn tr i vi s thay icng ngy mt t i.

7 Duy tr slin

tc

Ln sng thay i tip tc c thc hin cho

n khi hon tt theo vin cnh tng lai nh.

8 Gicho sthay icbnvng

Hnh vi mi c tip din bt chp s tr koca truyn thng v s thay i ca nhmnhng ngi dn dt...


18/46


Im not used todoing it thisway.

Do we need to hireadditional staff?

Im not motivated to

use the newtechnology.

Are we performingefficiently?

Have reportingrelationships

changed?

Because of newwork processes myrole has changedand I haveadditionalresponsibility.

I dont knowhow to use thenew system.

Culture

Skills

Job Design

HR Policies

Rewards

Measures

Structure

In ternal izing the Change


19/46

Leading

ChangeDndtsthay

i(Kotter,1996)



20/46


The Change leadership Model(Corporate Leadership Council, 2007)

Goal: Building commitment to change 3 phases:

Inform Phase: creates the foundation for

gaining employee commitment. It consists of: ContactThe earliest moment when employees or

individuals learn of the change

AwarenessThe stage when the individual or

employees realize that change will take place UnderstandingEmployees demonstrate that they

comprehend the nature and rationale of the changeand what is expected of them.


21/46


The Change leadership Model(Corporate Leadership Council, 2007)

Educate Phase: Employees learn how the change willdirectly affect them and their current routines. It is critical atthis stage to communicate information that highlights thebenefits of the change. Two commitment stages: Positive PerceptionEmployees develop a positive mentality

toward the change.

AdoptionEmployees have been exposed to the change longenough to understand the worth and impact of this change on theorganization

Commit Phase: Implementation occurs during this phase.Employees adjust to the change as it becomes a part oftheir daily work. Two stages: InstitutionalizationThe change proves durable and permanent

and has been formally adopted into the routine operations of thecompany.

InternalizationEmployees are highly committed to the changebecause it aligns with their personal interests, goals, or valuesystems


22/46


M hnh ADKAR(Hiatt & Creasey, 2003)

Awareness: thccnhu cuphithayi

Desire: mong munctham gia v htr

thay i Knowledge: hiubitphngthcthay i Ability: khnngthchinthay inh

ctrang bcc knngv hnh vi cnthit

Reinforcement: cngc, duy tr trngthimi


23/46


(Source: www.change-management.com)
http://www.change-management.com/http://www.change-management.com/http://www.change-management.com/http://www.change-management.com/


24/46


Change management process(Prosci Ltd., 2005)


25/46


M hnh Cc yutnhn shtrsthay i(Lan Anh , 2009)

Cc yu t Nhn s h tr thay i(HR facilitators): La chn nng lc tc nhn thay i (Change agent

capabilities)

o to KSA cho thay i (Training)

Pht trin nhn s gn vi vin cnh thay i (HRD) Giao tip nhn s nhm vo ng c thay i (Motivative

communication)

S tham gia (Participation)Cm gic lm ch: l cha khothnh cng.

nh hng s p ng thay i ca nhn vin (Employeeresponsiveness)Lng nhit tnh: c hiu ng ly lan.

Theo di v to iu kin thun li cho qu trnh thch nghi vithay i ca nhn vin (Employee adaptation)

High u ra ca mt qu trnh thay i (Change


26/46


Thco theo

QL d n

Thc o theo QL

nhn s

Kt qu 4:

Qu trnhthay ithnh cng

Kt qu 1:

Thnh cng kha cnhd n

Kt qu 2:Thnh cng

kha cnhnhn vin

Kt qu 3:Tht bi c

qu trnhLow

High

Low High

(Ngun: Lan Anh, 2009)

u ra ca mt qu trnh thay i (Changeoutcomes)


27/46


Project-orientedchange

outcomes

CHANGE LEADERSHIP, KNOWLEDGE AND AB ILITY,HR DEVELOPMENT

CONTEXTUAL FACTORS(Organizational support, Problem-solving focus, Managerial focus, and

Technological focus of the change project)

CONTROL FACTORS(Business background of the firm,

Experience of change, Gender, and Ageof the participants)

Employee-oriented change

outcomesPARTICIPATION, EMPLOYEE

RESPONSIVENESS, ADAPTATION

CHANGE COMPETENCIES, CHANGEMOTIVATION

(Ngun: Lan Anh, 2009)


28/46


CM Too ls to faci l i tate ind iv idualchange acco rd ing to the process

"To-Be"

DesiredState

The "As-Is"Current State

PerformanceMeasures

Communicat ions

Training &Development

Responsibi l i t ies &Accountabi l i t ies

Resource

Al locat ion

Leadership &Vision


29/46


Ten strategies for employee involvement1. Meet regularly with employees and openly discuss the organisational changes and

why they occurred

2. Recognise that employees understand that you may not have the answers toeverything, but its important for them to feel the communications are open andhonest

3. Constantly communicate clear goals and vision of the new situation

4. Encourage people to discuss fears and concerns in teams

5. Open suggestion boxes for employees to raise questions in anonymity

6. Set up weekly lunches or other informal meetings to discuss the progress of therestructuring process

7. Whenever possible, assign roles and responsibilities in line with peoples interests

8. Develop rituals and marker events that allow people to connect

9. Involve employees affected by the changes in making decisions about whats bestfor them

10. Discuss realistic career options with employees and ensure training is available forany new skills that are needed


30/46



31/46


Change Agents

Change team drives changesinto the organization.

Business

Process

Owners

ImplementationTeams

SAPPro

jectTeam

PWCQualityAssuranceMr.David B.Aldridge

XMSMChange ManagementMr.Xavier Blutel,Mr.Rapee Sukhyanga,Mr.Ali Ihsan,K.Sakchai

Others (TBA)

PWCProjectManagerK.Arunee Sonthimas/

(K.Wilawan A.)

XMSMProjectManagerK.Sakchai H.

XMSMProjectAssistantK.WanidaT.

SAP QA

(Optional)ProjectAdmin.

K.SaranyaT.

General LedgerK.NgamtaT.

K.Nongluk Harnprasert

AssetManagementK.NaraS.

K.Pornchai Techachitanan

ControllingK.Rangrong I.,K.Wariya C.K.PetcharatPetchuwapee

Italcementi Consultant

Finance& AccountingK.Rangrong I.

K.Nongluk Harnprasert

PurchasingK.TallikaW.

K.AnchaleeTirapornvadee

InventoryControlK.Nipon M.

K.Attaporn Posang

AccountPayableK.ChodchoyV.

K.Vesarush Chantaravitoon(K.Chiraporn Kanchanasevee)


Purchasing and InventoryControlK.Siwaporn V.

K.AnchaleeTirapornvadee

Sales and BillingK.Veerawan Y., K.SakjaK.

K.Siri Navapong

AccountReceivableK.JirapaT.

K.Chiraporn Kanchanasevee


SalesK.VallapaM.

K.ParichaApairee

BasisK.Utis K.,K.SupajeeS.

K.Nuttakorn C.

ABAP DevelopmentK.VichetT.,K.Kraisorn S.

K.NalineeYaowaratana

Technical SupportK.Boonsong M.K.Nuttakorn C.

K.Supon W. (PartTime)

ProjectSponsor

XMSMManagementMr.Ali Ihsan

SteeringCommittee

Mr.Xavier Blutel,Mr.Rapee Sukhyanga,Mr.Ali Ihsan,K.Sakchai Hemvichit.Mr.David B.Aldridge,K.Arunee Sonthimas,K.WilawanArchanainant

H

R

SAP project team designs new

business processes, develops

supporting SAP system, identifies

other changes.

Change Manager

Senior managementmembers ultimately

responsible for

implementation ofnew business processesand systems.

In-the-fieldfacilitators of change

CHANGE BODY IN Company A

Line Responsibility to Business

Anexample


32/46

MTSYUTCNQUAN TMKHI LPKHOCHTHAYI

Nhu cuthay i

Cc mngchcnngcnphihpvikhochquntrsthay i

Tcthay i

Cc vai tr quytnhnsthnh cngcadn thay i

Truynthng vsthay i

Vnha tchcv sthay i



33/46


Trcnghim

Chnonnhu cuthay i

Tam g ic thay i(Change Triang le)


34/46


Qun l ri ro

(Risk management)

QUN L

THAYI

Qun l nhn s(Human resource management)

Qun l vn(Capital

management)

Qun l d n(Project

management)


35/46

Tccathay ity thuc

Yutquytnh

Mccpbch (Urgency)

Mchtr(Support)

Slngv sphctpcathay i(Amount and complexity of change)

Mccnhtranh tmi trng(Competitive environment)

Mcsnsng vnnglc(Knowledge and skills available)

Ngunlcti chnh v cc ngunlckhc(Financial and other resources)



36/46


Top 5 of the Best Pract ices in Changemanagement (ProscisSurveys 2005, 2007)

Rank Prosci, 2005 Prosci, 20071 Sponsorship Executivesponsorship

2 Change management

process and tools

Structured change

management approach3 Communication Communication about need

for change

4 Employee involvement Dedicated resources (HR)

5 Project leadership andplanning

Employee participation


37/46


Top 5 of the Best Pract ices in Changemanagement (ProscisSurveys 2009, 2011)

Rank Prosci, 2009 Prosci, 20111 Executive sponsorship Active and visible executive

sponsorship

2 Communication about

need for change

Communication about need

for change3 Structured change

management approachStructured changemanagement approach

4 Dedicated resources(HR)

Dedicated resources andfunding for CM

5 Employee engagementand participation

Engagement and participationfrom both employees andmiddle managers

C t b t l


38/46


Cc nguyn tccbntrong qunlthay i(Hiatt and Creasey, 2003)

1. Truyn thng, giao tip v s thay i (Communication

aboutchange)2. Lun tn ti hai thi i vi thay i: chng i v

ng h (Resistance and comfort)3. Quyn hn thay i (Authority for change)

4. H thng gi tr h tr cho thay i bao gm c cc yut l tr v cm xc (Mental and emotional factors)5. Phi r rng v loi thay i: tng bc/dn dn hay

trn vn/ln (Incremental change versus radicalchange).

6. Mt phng n ng cho mt thay i l cha , khnng linh hot ca phng n mi l quan trng(The right answer is not enough).

7. Thay i l c mt qu trnh, khng ch l mt bcchuyn i trng thi (Change is a process)

Ch i i l


39/46


Change pr inc ip les(Hiatt and Creasey, 2003)

1. Communication aboutchange2. Resistance and comfort3. Authority for change

4. Mental and emotional factors5. Incremental change versus radical

change

6. The right answer is not enough7. Change is a process

T th th i


40/46


Truynthng vsthay i


41/46


42/46


The change message: Say i t once


43/46


The change message: Say i t once,Say it tw ice, and Say it again !

Keep it simpleNo jargon Use language of the target people Use storytelling

Use different mediums (Different levels ofimpact) Change style of communication depending

upon

Where you are in the change Who you are communicating with Walk the talk, be honest!


44/46


Choos ing commun icat ion mediafor change

Levelofchange

Level of participation

Tell Sell Consult Join

Awareness

Understanding(and Action)

Acceptance/Alignment

Ownership/Engagement

Newsletters,emails, memos,

letters, notices

Booklets, plenarysessions, presentations,

videos, intranets

Focus groups, workingparties, suggestions

schemes, consultativepresentations

Working sessions, 1-to-1conversations, workshops,

coaching


45/46


Commun icat ion channels and methods(Prosci, Best Practices 2007)

Billboards

Blogs Brown bag lunches Cascading communication trees Demonstrations

Frequently asked questions (FAQs) Intranet pop-ups One-to-one meetings and coaching Project fairs Roundtables

Recognition certificate orTestimonials Motivational video clips Formal meetings or celebrations

Watch the videoclip Safety starts

with me!


46/46


Vnha tchcv sthay i

Vnha tchcc thtoiukinthunlihocngncnthay itrong mttchc.

Mtdoanh nghipnlcthay ivnhatchcbiv vnha hintilm cntrvictcmctiu catchc.

Cc p lcmi trngbn ngoi vnibc thkch thch nhu cuthay itchc.

Documents

Quan tri su thay doi.pdf