Role of Change Agent & Leadership

Role of change agent & leadership
Introduction
Persons who act as catalysts and assume the responsibility for managing change are called change agent. Change can be brought about by managers, employees or an outside consultant.
Change Agent
Change within an organization can be achieved by a change agent (an outsider) someone who is not affected by the cultural drawback of the organization. However there are pros and cons: Pros: Change Agent is unaffected by the organization's cultural drawbacks . Employees might listen to someone who is an outsider simply because he or she is not management. Cons: On the other hand employees may reject the new comer as they are not familiar with that particular person. So they may become suspicious as to what
Change Management Matrix
Internal Consultant
Managers need to have extensive understanding of the environment surrounding their business and have a fairly good idea about threats and opportunities. Therefore as an internal consultant he/she needs to monitor and scan external drivers of change
Internal support to external consultant

It is often observed that organizations engage an external consultant as an expert who has a fairly good knowledge about comparative business situation and has the experience of handling change in a variety of organizations. In such situation, the consultant needs an internal resource person/IRP who would act as
Task Force
With a view to bring about transformation in the organization the management creates a task force or a group of like minded people who share commitment to renewal programme. Such task force needs to be strong and powerful in terms of expertise, reputation, communication skills and relationship.
Role of organizational management

As the apex management group, the organizational management can perform two roles: 1. Evolving policy and legitimising change: this can be done by bringing about policy change or planning and recommendation of planned change. For any change to be effective, active support of the top management is essential.
2. Institutionalising change : the process of change goes through growth and decline. If the process is very long people lose interest and enthusiasm. Therefore, it becomes important for top/senior management to keep energising the people with a view to reviving and sustaining their interest in the whole process.
Skills required for the role of a change agent

A sensor of the business environment Vertical to horizontal functioning Leadership at all levels Manager as a catalyst Shorter time frame horizon Balancing work and personal life Maximisation of information flow
Strategy formulation Human resource management Marketing and sales Negotiation/ conflict resolution
An effective change agent needs the following areas of expertise:
Building Blocks of Managing Change

Freeze change Providing support to sustain in embedded change. Implementing change Managing Transition Incremental change for improvement Communicating Effectively Developing awareness/winning confidence Challenging the status quo Stirring the environment of psychological discomfort Developing Visionary Leadership Creating shared vision Predicting and Managing Resistance Mobilising commitment Developing Process of Change/culture
Comparison of transformational and transactional leadership

transformational Promotes change Shares vision, values and emotional bonding Provide intellectual stimulation Develops pride, gains trust and respect Provides personal attention transactional Maintain stability Goes into contractual arrangement Provides guidance & role clarification Promises reward for performance Interactions mostly formal and officious.
Until 1981, BT Plc was a Government based organization, when it was privatized. BT is now a PLC Company (Public Limited Company). The stock markets shares are issued amongst private investors, who are then own a share of the company. The company is much smaller now than it used to be. MMO2 Plc was also created on 14 November 2001. BT had under its wing, many subsidiaries including BT Cellnet. When the two companies parted on 14 November 2001, the High Court gave its approval and so both companies now share different names; MMO2 Plc and BT Group Plc. Irrespective of size, BT Plc is one of the world's leading providers of telecommunications services and one of the largest private sector companies throughout Europe. BT prides itself on its extensive activity list, some of which include;
BT Organizational Culture
In shifting the emphasis from Government-owned status to a Public Limited Company, Has meant a recreation of the organizational culture from a public utilities company that relies on subsidy provided by the Government to that of a dynamic but profitcentered business exploring every avenue to reduce costs but to increase the share of the telecommunications industry in this country and abroad. Prior to the privatization of BT was in the public sector, which meant any services, offered as a company is relied on customer demand. In light of the world we live in now, this is not a very reliable strategy. Almost everyone needs a phone now, but you no longer have to pay for your connection via BT. BT has come under considerable strain in competing
BT Management Structures and chief BT has a chairman (Sir Christopher Bland)
executive (Sir Peter Bonfield). Due to the sheer size of the company, with a capacity of over 130,000 Employees, BT is further divided into 7 broad divisions, which read as follows:Yell, Ignite, Concert, BT Wireless, BT Wholesale, BT Retail and Open World. Yell - The Yellow Pages Group Ignite - Researchers of future technologies Concert - BT and AT&T international alliance BT Wireless - Mobile communications BT Wholesale - Telecommunications services offered to large businesses BT Open World - Internet services division. Yellow Pages was actually sold and a joint business venture was created with Acenture, outsourcing HR
In the summer of 2000, BT was split into various other lines of business; BT Ignite, BT Retail, BT Openworld and BT Wholesale. BT had accumulated a large debt of 30 billion and they had also lost their credit rating from AAA to AA. Borrowing became difficult and so interest rates had to be raised. Een the BT share price had fallen from 15.00 to as little as 6.00 and was still falling. BT sold a lot of its assets to reduce the debt. Assets such as their leave from the Asia Pacific, selling the joint venture interest called "Concert in the USA". It was certainly a difficult time for all involved.
BT Management of Change
BT is committed to organizational learning and action planning is therefore an important process of this. Below is a 4step learning process useful to format your action plan (remember that you need to practice regularly to achieve a continual improvement).
AIM
Decide to change Brainstorm options Evaluate your ideas
PLAN
Involve the team Commitment to communicate
DO Take action Communicate REVIEW Successful reviews Remember Celebrate success AIM It is vital for any team to clearly understand what your CARE results mean, real issues are and what causes the problems. Remember there a number of people who are planning changes within their organization there are pre-requisites such as, * Look at causes of problems, rather than the symptoms * Change has to be meaningful to gain commitment * Change doesn't have to be big

Role of Change Agent & Leadership

Uploaded by

Copyright:

Available Formats

Role of Change Agent & Leadership

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Role of Change Agent & Leadership

Uploaded by

Copyright:

Available Formats

Role of change agent & leadership

Change Management Matrix

Internal support to external consultant

Role of organizational management

Skills required for the role of a change agent

An effective change agent needs the following areas of expertise:

Building Blocks of Managing Change

Comparison of transformational and transactional leadership

BT Management Structures and chief BT has a chairman (Sir Christopher Bland)

You might also like

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.