Change Management Organisational Development

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Hospitality is generally concerned with the provision and service of food and variety of beverages within a business.

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Change Management Organisational Development:

Change Management Organisational Development Food Beverage Manager

Learning Cycle:

Learning Cycle C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 2

Learning Cycle:

Learning Cycle C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 3

Things that go wrong in groups:

Objectives Leadership Communication Hidden agendas Groupthink (peer pressure) Scapegoat Group dynamics Learning cycle Things that go wrong in groups 4 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

Group dynamics:

Forming Storming Norming Performing Adjourning Group dynamics C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 5

The Pugh Organisational Development Matrix:

The Pugh Organisational Development Matrix C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 6 Behaviour (What is happening now?) Structure (What is the required system?) Context (What is the setting?) Organisation General climate of poor morale, pressure, anxiety, suspicion, lack of awareness of, or response to, environment changes Survey feedback, organisational mirror Systems goals – poorly defined or inappropriate & misunderstood; organisation structure inappropriate, Standardisation; inadequate of environment mechanism Change the structure Geographical setting. Market pressures, labour market, physical conditions. Basic technology Change strategy, location, physical set-up; culture (by saturation OD) Inter-group Lack of effective co-operation between sub-units, conflict. Excessive competition, limited war, failure to confront differences in priorities, unresolved feelings Inter-group confrontation (with third party as consultant), role negotiation Lack of ingrate task perspective; sub-unit optimisation, required interaction difficult to achieve Redefine responsibilities. Change reporting relationships, improve liaison mechanisms Different sub-unit values, life style physical distance. Reduce psychological & physical distance; exchange roles. Attachments cross-functional social overlay

The Pugh Organisational Development Matrix:

Behaviour (What is happening now?) Structure (What is the required system?) Context (What is th e setting?) Group Inappropriate working relationships, atmosphere, participation, poor understanding & acceptance of goals, avoidance. Inappropriate leadership Style, leader not trusted, respected; leader in conflict with peers & superiors Process consultation, team building Task requirement poorly defined; role relationships unclear or Inappropriate; leader’s role overloaded. Inappropriate reporting procedures. Redesign work relationships (sociotechnical systems). Autonomous working groups Insufficient resources, poor group composition for cohesion, inadequate physical set-up, personality clashes. Change technology, layout. Group composition Individual Failure to fulfil individual’s needs; frustration responses; unwillingness to consider change, little chance for learning & development. Counselling, role analysis. Career planning Poor job definition, task too easy or too difficult Job restructuring /modification, redesign, enrichment, Management by objectives Poor match of individual with job, poor selection or promotion, inadequate preparation & training, recognition & remuneration at variance with objectives Person changes, improved selection & promotion procedures, improved training & education, bring recognition & remuneration in line with objectives The Pugh Organisational Development Matrix C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 7

Beblin Team Roles :

Team role Team contributions Allowable weakness Plant Creative, imaginative, unorthodox An Innovator Team’s source or original Ideas Weak in communication skills Easily upset. Can dwell on interesting ideas Implementer Turns ideas into practical actions. Turns decisions Into manageable tasks Brings method to the teams activates Somewhat inflexible Does not like airy-fairy ideas. Upset by frequent changes of plan Completer-Finisher Painstaking & conscientious Sees tasks through to completion Delivers on time Anxious introvert. Inclined to worry. Reluctant to delegate Dislikes casual approach by others Beblin Team Roles C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 8

Beblin Team Roles :

Team role Team contributions Allowable weakness Monitor-Evaluator Offers dispassionate, critical analysis Has a strategic, discerning view. Judges accurately. Sees all options Lacks drive & inspiration Lacks warmth & imagination Can lower morale by being a damper Resource Investigator Diplomat with many contracts Improviser. Explores opportunities Enthusiastic & communicative Loses interest as enthusiasm wanes Jumps from one task to another. Needs more pressure than the norm. Shaper Task minded. Brings drive to the team Makes things happen. Pressurises. Dynamic, outgoing & challenging Easily provoked or frustrated Impulsive & impatient Intolerant of wooliness or vagueness Beblin Team Roles 9 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

Beblin Team Roles :

Team role Team contributions Allowable weakness Team worker Promotes team harmony. Diffuses friction Listens. Builds on the ideas of others Sensitive but gently assertive Indecisive In crunch situations May avoid confrontation situations May ‘sit in the fence’ at decision time C0-ordinator Clarifies goals. Good chairperson Promotes decision-making Good communicator. Social Leader Can be seen as manipulative Inclines to let others do the work May take credit for the team’s work Specialist •Provides rare skills & knowledge •single-minded & focused •Self-starting & dedicated •Contributes only on a narrow front •Communication skills are often weak •Often cannot see the ‘big picture’ Beblin Team Roles 10 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

Selecting your approach to change :

Selecting your approach to change 11 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

A general model of the Systems intervention Strategy :

A general model of the Systems intervention Strategy 12 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

Human resource development :

Human resource development 13 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

Organisational Development Philosophy :

Organisational Development Philosophy 14 C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page

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