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Centralizing Varsity Inc. Managing and Communicating Change. BUS/OCOM 610 November 30, 2004. Agenda. Introduction Define centralized and decentralized org structure Advantages and disadvantages, strengths weakness Change effects Changing Varsity Inc.’s structure - PowerPoint PPT Presentation
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Centralizing Varsity Inc.
Managing and Communicating Change
BUS/OCOM 610
November 30, 2004
Agenda▲Introduction
– Define centralized and decentralized org structure– Advantages and disadvantages, strengths weakness– Change effects– Changing Varsity Inc.’s structure
▲Strategy for centralizing Varsity Inc– Mission/Values Analysis– Cost Analysis– Operations Factors– Phased implementation– Communications impact
Agenda▲ Managing resistance to change
– Sources– Reactions– Group Dynamics
▲ Managing impact of change on culture– Decision-making– Ethics and Corporate citizenship – Motivation
▲ Marketing impact▲ Metrics & monitoring
– Types of Metrics– Methods– Measurement issues
▲ Conclusion & Q&A
Varsity Inc.
Decentralized Organizations
▲Features– Delegated authority– Broad decision-making scope
▲Advantages– Large companies with heterogeneous product lines,
and diverse supply/raw material needs.– Increases delegation and managerial ability to
handling larger workload– Improved customer service: Management resources
closer to customers– Shorter decision-making timeframe– Promotes creativity
Decentralized Organizations
▲Disadvantages– Not a fit for small to medium-sized organizations– Loss of intra-departmental/intra-divisional
coordination– Loss of economies of scale– Reliance on lower-level employee competence
▲Example: NUCOR Steel– 22 people at corporate headquarters– Purchasing decisions at plant level– Line workers freely suggest ideas for improvements
and modifications to policies and practices
Centralized Organizations
▲Features– Authority concentrated with a few key managers– Chain of command decision-making– Strict adherence to policy
▲Advantages– Better fit for companies with homogenous product
lines and less diverse supply/raw materials sources– Most experienced managers drive decision-making– Economies of scale/purchasing power
Centralized Organizations▲Disadvantages
– Increased manager workload– Discourages creativity– Dramatically longer decision-making timeframe– Slower customer service– Higher overhead
▲Example: SouthTrust/Wachovia– Large bureaucracies with many levels of management– Business areas (e.g. Underwriting) centralize
rudimentary decision-making– Chain of command
Change Effects: Centralizing
▲Communication – Flow changes to top-down orientation – Reduces bottom-up feedback
▲Motivation– Decision-making power stripped from lower
levels– Peak performance difficult to maintain or
measure
Change Effects: Centralizing
▲Systems– Ensures uniformity of systems and levels of technology– Lowers costs– Simplifies knowledge transfer
▲Labor– Process orientation– Decision-making shift to management reduces need for
independent, competent employees at lower levels
▲Customers/Marketing– Uniform image and message to customers across geographic
areas– Reduced ability to develop relationships at point of contact
Changing Varsity Inc
▲From Decentralized to Centralized▲Justifications
– Economies of scale– Competition and market factors– Technology decisions
Strategy for Varsity Inc Change
▲Mission/Values analysis▲Cost analysis▲Operations Factors▲Phased implementation▲Internal communication▲Marketing changes▲Measurement / monitoring
Mission & Values Analysis▲Mission
Varsity recognizes that part of being a successful and well-respected company is being socially responsible. Varsity is committed to serve the communities where we do business, to provide our customers with innovative, high-quality widgets and service, and to protect the health of our workers and our environment.
▲Core values– Employees– Integrity– Innovation/quality– Environment, health and safety– Community
Cost/Benefits Analysis
▲Add up the value of benefits, subtract associated costs.
▲Benefits are received over time▲Basic analysis considers only financial values▲Sophisticated analysis considers financial
values of intangible costs and benefits▲Costs: training, lost sales (due to disruption),
lost time for planning▲Benefits: improved efficiency and customer
service
Operations Factors
▲Human Resources– Health care providers
• National vs local• Plant medical staff
– Benefits• Global vs. national vs. local• Financial• Vacation/holidays
– Job placement and training
Operations Factors (cont.)
▲Infrastructure– Systems Compatibility– Logistics
• Shipping
– Maintenance• In-house• Sub-contract
– Suppliers• Materials• Tooling• Office Supplies
Operations Factors (cont.)
▲Operations– New Functions
• Specialization• New lines• Old lines
– Reassignments• People• Plant capacities
– Restructuring divisions
Phased Implementation
▲Infrastructure▲Supplier/Vendor relationships▲Employee Issues
– Communications– Benefits– Holidays
▲Small trial runs – closed cell processes▲Build to large-scale implementation
Communications Impact
Five Principles of Communication Strategy
▲Active Involvement of Senior Leaders▲Communications development and
deployment▲Integrate basic elements of effective
communications▲Individual is the ultimate audience ▲Assure credibility
Communicating Change
▲ Shape the political dynamics Communications Strategies• Articulate a compelling case for
change• Build cohesion through consistency• Solidify support and build
momentum• Reinforce the perceived acceptance
of change
Communicating Change
▲ Motivate constructive behavior Communications Strategies
• Use communication to help people understand
• Design communications to build participation
• Spotlight performance and behavior that meet the new requirements
• Recognize success and celebrate milestones
Communicating Change
▲ Manage the transition Communications Strategies
• Describe a clear direction and transition process
• Constantly update people on change that will directly affect them.
• Keep lines of communication open during periods of instability
• Actively seek feedback
Lewin’s Force Field Analysis
Current State Desired State
Individual Sources of Resistance
▲Habit▲Security▲Economic▲Fear of the Unknown▲Social
Decision Making Structure
▲Centralized vs. Decentralized Organization
Decision Making
▲Centralized– Hierarchy– Decisions from Main Headquarters to field
units– Policies and Procedures– Operations Manual– Committees– Bureaucracy/ Red tape
▲Decentralized– Flat organizational
structure– Autonomous
operating units– Guidelines– Operating principles– Decision making at
local level
Middle/Lower Management Role
▲Centralized Organization– Manage– Follow the rules and procedures– Process environment– Execute plans from main office– Paperwork/ administrative tasks
▲Decentralized Organization– Lead– Make business decisions– Create work environment
Transition to Centralized
▲Pros– Standardized processes– Consistency– Control – Resources
▲Cons– Less local input– Bureaucratic– Operate within the “box”– Reaction time for issues in gray areas
Ethics
▲Centralized Leadership and Communication Improves overall message
▲Defined Direction of Initiatives– Single Overriding Messages
▲Consistency– Human Resources– Motivational Initiatives
Corporate Citizenship
▲Better serve the community on a united and centralized Front.
▲Improve implementation of overall organizational mission and strategy
▲Higher level of control with public relations with regard to image and branding.
▲Consistency in corporate citizenship– Structure in various community contribution– Defined set of values shared throughout
Motivation
▲Professional development▲Recognition
– Quarterly/Annual public recognition
▲Compensation▲Incentives
– Non-monetary “perks”– Company-wide benefits
Marketing
▲Implications of change for marketing strategy– Customer relationship management– Vendor/supplier relationships– Advertising– Financial Relations– Public Relations/Public Affairs
Metrics & Monitoring▲Types of Metrics
– Operations• Productivity• Cost Reduction
– Staff/Line Performance• Competencies• Satisfaction• Values orientation
– Financial• Sales Volume• Return on Assets
– Perception• Market Share• Image
Metrics & Monitoring (cont.)
▲Metrics Methods– Financial Analyses
• Productivity• Cost Reduction• Sales
– Surveys• Baseline internal• Baseline external• On-going
Metrics & Monitoring (cont.)
▲Measurement Frequency▲Feedback▲Adjustment to plan
Summary & Conclusions▲Both centralized and decentralized structures have
advantages and disadvantages.▲Make a strategic decision to change based on analysis
of mission, values, operations, human resources, and market factors.
▲Plan structural change in phases, with go/no-go decision points.
▲Communicate constantly and consistently, recognizing cultural and group-based limitations, obstacles and potential.
▲Monitor and modify plans according to results and feedback.
Questions & Answers
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