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Ramona Elena , Saskia , Margaryta ,Larissa
Change Managementand LeadershipStructure
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• Q3.Which forms of resista
they encounter (outline s
according to the article y
•
Q4.#o$ could they deal $resistance (!otter " Choos
Strategies for Change%)&
• Q5.'ll in all What do you
could hae een done di*
Which adice $ould you g
• History of company/company vision
• Q1.Compare the leadership styles of'nne Mulcahy, Carly +iorina and Mark
#urd. Which traits and ehaiorscontriute to their success or failure&Company policies
• Q2.#o$ do they approach changemanagement& lease use the releanttheories to illustrate ho$ they proceed.
-opics -o e Coered
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• Xerox ValuesWe succeed through satis/ed customers.
We delier 0uality and e1cellence in all $e do.
We use technology to deelop market leadership.
We alue and empo$er employees. Company products and serices.
• Mission 2ero13s rich heritage is ased on customer4focused and employee4centered alues th
pro/taility and gro$th.
Company 5alue and Mission
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• HP ValueCreate technology that makes life etter for eeryone, eery$here.
-o inent, and to reinent.
-o engineer e1periences that ama6e.
7ou8re reinenting ho$ you $ork. #o$ you play. #o$ you lie.
• HP Mission With our technology, you8ll reinent your $orld.
-his is our calling. -his is a ne$ #.
!eep reinenting.
Company 5alue and Mission
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• Mark Hur :etailed oriented
Split time e0ually foremployees,customer and
;ro$ and cut costs simul
• !ailure " #ill pro$ect fo
Mark Hur ()* HP
• !iorina (arly <ntroducing innoation like pro/t
and open doors
-eam$ork and =e1ile $ork hourMerger $ith C>M'?
• !ailure " !ocus on Pro+t anPeople
!iorina (arly ()* HP
[email protected]> # 5ision
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[email protected]> 2ER>2 5ision
• ,nne Mulca-y ()* Xerox Recogni6ed that the company $as roken and dramatic action
had to e taken
Meet @AA top e1ecuties ,present the situation and ask forcommitment
Refused to cut ack RB: instead she loated infrastructure, solo* +ui 2ero1 and farmed out manufacturing of +le1tronics
• !ailure" .ot value t-e future poer of tec-nolo0y
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?D.-heories for changing management
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• Misunerstanin0 an lack of trust
eople resist $hen they do not understand its implications perce
them much more than they $ill gain
• 'ierent assesments
'sses the situation di*erently from their managers see more cos
resulting from the change ( for them company)• o tolerance for c-an0e
eople fear they $ill not e ale to deelop the ne$ skills and ehae re0uired from them canFt re0uire people to change too much,
eople $ant to sae their faces
?G. +orms of resistance
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• 'ia0nosin0 resistance
>ften run in some form of human resistance
Managers think to kno$ $ho resists
"engineers $ill proaly resist the change ecause they are independet and sus
management.%
Limited approach can creat serious prolems
<ndiiduals act di*erent, often not intuitiely oious
Re0uires careful thought
Some act passiely resistant, some aggressiely trying to undermine it, some since
• Paroc-ial selfinterest
-hey think they $ill lose sosmething of alue as a result
eople focus on their o$n est interest
+orms of resistance
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• :esire not to lose something of alue
• Misunderstanding of the change and implication
• elief that the change does not make sense for the orga
• Lo$ tolerance for change
H Reasons people resist to change
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• No one-size-fits-all approach, tailor your strategy!
Education Communication
articipation <nolement
+acilitation Support
Iegotiation 'greement
Manipulation co4optation
E1plicit implicit coercion
?H. :eal $ith the resistance
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