Change Management and Communication

Quiz

Questions
1. Identify the form of marketing communication allows for a two-way flow
of information whereby users can participate in and modify the content
of the information they receive in real time.
2. Which category of marketing communication does this tactic fall under?
Captioned Photos
3. Name the two direct marketing approaches: ____ and _____
4. Does packaging help facilitating recycling and reducing environmental
damage : Yes/No
5. Two characteristics of Internet/Interactive Marketing are _____ and
_____
6. Sales promotion is of two types: _____ and _______ oriented.
7. You can differentiate a service based on Customer Training True/False
8. This marketing tool provides extra value or incentives to the sales force.
Name it.
9. Direct and indirect competitors are essential for integrated marketing
communication situation analysis True/False
10. Three elements you need to create a positioning strategy/statement ___, ___, ___

Answers

1. Interactive/Internet Marketing
2. Publicity
3. One step/Two step process
4. Yes
5.
6. Consumer and trade
7. Direct Marketing
8.Sale Promotion
9. True
10. Target audience, compelling benefit and reason
why

Change and You

What should I contribute?

Most people were told what to contribute.

Given my strengths, way of performing and values, how can I contribute?
What results have to be achieved to make a difference?
Where and how can I achieve results within the next year and a half?
First, the results should be hard to achieve-they should require "stretching," but
should be within reach.
Second, the results should be meaningful and should make a difference.
Finally, results should be visible and measurable.
Course of action: what to do, where and how to start, and what goals and deadlines
to set.

Responsibility for Relationship

Understand the people you work with and depend on; to make use of their
strengths, their ways of working, and their values.
Working relationships are as much based on people as they are on the work.
Organizations are built trust not force.
The existence of trust between people mean that they understand one another.
Taking responsibility for relationships is therefore an absolute necessity; It is a duty.

Order of Change

first-order involves changes to technology only

second-order involves changes to technology and
business processes
third order change or Enterprise change is
change that includes organizational structures,
business processes, roles and responsibilities, and
technology at the enterprise level; an enterprise
wide ERP implementation is a good example
fourth-order change extends change to external
enterprises as well (e.g., suppliers, customers,
regulators).

Concepts of Change
Planned

Plan change is deliberate taken by conscious

decision, reasoning and actions while emergent
change is due to external factors or internal
features influence the change outside the control
of Management

Radical

versus emergent

versus Continuous Change

Radical change involve replacement of one

programme with another, it is intentional,
discontinuous and second order while Continuous
change refer to first order or incremental change.

Change Management Issues

Social

Political

Silos are collapsing

Pressure for modernization
Employees are ahead of us
Participation for change
Drivers for change
Support for policy and practice for change
Owner for change

Cultural

Identifying a need for change

Visioning an end state
Choosing a change agent
Incentives and reward

Change Management

Vision
Mission
SWOT Analysis
Facilitate and enable change
Change must not be imposed
Goal setting for stake holders
Communication to all stake holders
Skill set, environment and Technology
Evaluation and Monitoring
Workshop, Seminar, Office orders, Circulars,etc..
Planning and formalization the framework
Allocation of resources to implement
Catalyst for change

How to make change work

Change management
requires involvement from
all parts of the
organization.

While sponsors and

supervisors are often
included in the change
management plans, change
agents need to interact with
other parts of the
organization that implement
change.

Be proactive!

Engage and involve project

teams.
Recognize that asking a
project team to apply
change management is
itself a change.
Partner with HR and utilize
their experience and
expertise.

Tactics for Change

Tactics for deploying

change management with
managers and
supervisors:

Build commitment for the

change.
Involve managers and
supervisors in the change
management process.
Provide managers and
supervisors with training on
the change and change
management.
Provide ongoing coaching
and support.

Top ways to deal with resistant

managers or supervisors:

Communicate why the

change is happening; ensure
that they have awareness of
the business reasons.
Provide one-on-one coaching
during the change process.
Involve managers in specific
design and implementation
tasks.
Enlist support from upper
management as sponsors of
change.
Create an accountability
system.

7S Model

Strategy: plan or course of action leading

to the allocation of an organisations finite
resources to reach identified goals
Structure: salient features of the
organisational chart (e.g. degree of
hierarchy, presence of internal market,
extent of centralisation/decentralisation) and
interconnections within the organisation
Systems: procedures and routine
processes, including how information
moves around the organisation
Staff: personnel categories within the
organisation, e.g. technologists, doctors,
technicians
Style: characterization of how key
managers behave in order to achieve the
organisations goals
Shared values: the significant meanings or
guiding concepts that an organisation
imbues in its members
Skills: distinctive capabilities of key
personnel and the organisation as a whole.

Resistance to Change

Other Resistances

Change imposed is change opposed

Due to inadequate management sponsorship
Employees want to hear messages about change from
the head and immediate supervisor.
Employees resistance is due to lack of awareness
about change
Employees were unsure if they had the skills needed for
success in the future state.
Individuals were comfortable with the current state.
Employees believed they were being asked to do more
with less, or do more for the same pay.

Process of leading change

Process - continued

Process of change - continued