Case 2: The Human Perspective

1. Case 2: The Human Perspective Presented by: Group 14 Justin Abraham, 91913 Linus Blomkvist, 21326 Valerie Clarberg, 21350 Annie Li, 21061 Colette Li, 21339 Henrik Tengvall, 21324

2. Agenda Executive summary Problems and Causes Short-term Strategy Long-term Strategy Risks

3. Executive Summary Problems and Roots Confusion about the company’s goals, conflicting management styles, chronic lack of communication, and low faith in management resulting from a poor long-term vision and lack in management skills. Short-Term Strategy Several group and individual meetings are suggested to establish communication, unison, a long-term vision and a new set of objectives Long-TermStrategy A change in organizational and communication structure, including more communication from the President, paired with courses for upper managers are suggested to continue on with the short-term strategy Risks Short-term risks include a lingering doubt and crippling indecisiveness. Long-term risks include costs, a reluctance to go along with change, difficulty in measuring success, and over-politicalizationof the organization.

4. Agenda Executive summary Problems and Causes Short-term Strategy Long-term Strategy Risks

5. Confusion about the company's goals Poor decision making policy and decision unmaking Lackof management skills Root Causes of Problems Lack of trust Conflicting Management styles No vision Bad communication Lack of clarity related to organisational structure Cronyism The top managers have ”outgrownwhatevermanagerialsskills” theyhad as the companygrew. Moreover a clear and structured vision for the companywasneverclearlydesigned or at leastupdated. Thesetwoissuestriggered the numerous problems that havebeenestablished, which led to a lack of trust and communicationwithin the organisation. Wthoutthesefactorstherecan be no motivation and no coordination, meaningpoorresults.

6. Whathappened at the meeting?Prejudicedassumptionsversus optimism led to a failedmeeting • Underlying Problems • Not all managers had a prior knowledgeabout the Newport meeting • Confusionconcerning the present meeting and itspurpose • Prejudiceagainst Brennan due to previousexperience with consultants • No honest expressions • WhatWentWrong… • Brennan’s optimism concerning the top managers’ will and capacity to improve • Lost credibility • Eliminated whatever hope middle managers’ had begun to build. • Arrival of officers enhanced the cynicism and dishonesty.

7. Agenda Executive summary Problems and Causes Short-term Strategy Long-term Strategy Risks

8. Making an Impact: Goals Goals How? Short-term Long-term Establishurgency Set Goals Set a Timeline Create a Coalition Full Meeting (All Management) DialogueMap Develop a Vision Analyze all meetings, developlong-termvision MatrixOrganizationalStructure Communicate Vision MediationMeetings Speeches from President Larry Campbell Empower Staff to Act One-on-OneMeetings Management Courses Timeline Week 1 Week 2 Week 3 Week 4 Goals

9. Timeline Week1 Week 2 Week 3 Week 4 Set goals for the project’s overall aim Full Meeting Mediation meetings One-on-one meetings Timeline Week 1 Week 2 Week 3 Week 4 Goals

10. Objective settings: • Aim : A statement of the project’s overall goal • Objectives : It should be welldefined and realistic • Actions : A plan • Outcomes : Describe the result Week 1 Goal: Clarify the objectives and the process of this project Week 1 Objective: Arrange a big meeting with all the managers and the president (11 Nov) • Aim: • Convince the middle managers the top managers are serious about improving their working methods • Stimulate the middle managers to participate in implementing changes Week 1: Set goals for the project’s overall aim Timeline Week 1 Week 2 Week 3 Week 4 Goals

11. Week 2 Goal: • Clear the air with the middle managers • Week 2 Objective: • Brennan arranges group meetings with each division (14-16 November) • In This Meeting: • Remove the bedrock assumptions by asking: Why are you assuming that some people in the top management will not change? Do you think there’s a solution to this challenge? If not, why? • Compile the answers and observations (17-18 November): • What are the attitudes in each divison? • Try to construct a cause and effect plan of the assumptions stated by the managers • Brainstorm ways of controlling the causes in order to monitor the effects • Plan the next meeting Aim : Increase open mindedness and creativity Week 2: Mediationmeetings Timeline Week 1 Week 2 Week 3 Week 4 Goals

12. Week 3: Mediationmeetings • Week 3 Goal: • Reduce the hierarchy and improve teamwork • Week 3 Objective: • Talk in groups again but with a top manager and the president included (21-23 November) • In This Meeting: • Create a good atmosphere – Sit in a circle, don’t place the top manager and the president next to each other • Let the middle managers discuss openly about the issues with the top manager and president, encourage confrontation • Discuss about the effort that each of them will contribute in order to change • Do a team skill exercise (Belbine) • Compile the answers and observations (24-25 November): • Are there any attitude changes? • Compare the meeting with the last one • Analyse the result of the team skills exercise Aim : Build trust and relations, increase the transparency and improve the working relations Timeline Week 1 Week 2 Week 3 Week 4 Goals

13. Week 4: One-on-One meetings • Week 4 Goal: • Solve personal problems in management • Week 4 Objective: • Individual meetings with the middle managers (28 – 30 November) • In This Meeting: • Empower the managers with Outcome-frame thinking by asking: • What is your vision for this company? • What kind of contribution can you offer in order to improve the company? • Compile the answers and observations (30 Nov. – 3 Dec.) • Give the collected data to top managers and president. The dominant ideas and views will be taken into account by top managers when deciding upon a new vision. Aim : Engage and motivate middle management Make them feel part of the change and the new vision Timeline Week 1 Week 2 Week 3 Week 4 Goals

14. Agenda Executive summary Problems and Causes Short-term Strategy Long-term Strategy Risks

15. Making an Impact: Goals Goals How? Short-term Long-term Establishurgency Set Goals Set a Timeline Create a Coalition Full Meeting (All Management) DialogueMap Develop a Vision Analyze all meetings, developlong-termvision MatrixOrganizationalStructure Communicate Vision MediationMeetings Speeches from President Larry Campbell Empower Staff to Act One-on-OneMeetings Management Courses Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

16. Establish Urgency: Timeline 6 Months 12 Months 18 Months 24 Months Dialogue Map Matrix Organizational Structure Management Courses Customer Service & Marketing Engineering & Manufacturing President Speeches Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

17. Create a Coalition: Dialogue Map What? A dialogue map is a tool that will establish dialogue in an informal setting that allows people to communicate more effectively and solve problems Why? This tool is needed to solve lasting communication problems and to manage the change into a new organizational structure Who? All middle managers working alongside a consultant When? After all the short-term goals have been accomplished Benefits • Creates a culture of communication • Establishes teamwork • Lays groundwork for change into matrix organizational structure • Allows self-reflection and reflection of others creating more effective employees Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

18. Create a Coalition: Dialogue Map 1. Create a group All Middle Managers 2. Set Objectives and Time Frame Objective: stimulate interdepartmental communication Timeline: Starting as soon as possible, continuously updating 3. Develop objective for each area of map Areas of map: dissatisfaction, satisfaction, complaints, complements, future plans, etc. 4. Test with Pilot Group See how pilot group responds to questions. Test for team building and communication increases 5. Revise and Draft Map Change any areas that were not effective in stimulatingcommunication and team building 6. Implement Rundialoguemap with all middle managers to stimulatecommunication and team building Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

19. Sample Dialogue Map • Satisfaction and Dissatisfaction (25 mins): • What are you satisfied/dissatisfied with at work? • What makes you happy/unhappy in a team setting? • Future Plans (30 Mins) • Where do you see yourself in five years? • Where would you like to see the company in five years? • Situational Questions (45 mins) • If you are under a lot of stress how do you react? • How do you act when faced with a deadline? • Complaints and Complements (30 mins): • What are your team members weaknesses? • What are your team members strengths? Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

20. Develop a Vision: Matrix Organizational Structure What? A Matrix Organizational structure consists of teams built from all areas of the organization Why? This structure is often used by organizations to dispel communication problems, bridge the gap between departments and deal with intricate problems Who? Needs to be implemented first by President Larry Campbell, followed by upper management and personnel manager H. Wheeler, who will organize the teams and final structure with consultants When? After dialogue maps have been completed with all middle managers, should start in the next 12 months Benefits • Recognizes the real life complexity of the business environment • Brings departments together by eliminating the pillars in the current structure • Increases communication and innovation • More effective at solving problems and accomplishing goals Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

21. Sample Matrix Organizational Structure Team 1 T. SiscoManager, Customer Service D. Gray Data Processing Manager R. Gibley Materials Manager M. Lust Marketing L. Owens Engineering Manager Customer Service Finance Manufacturing Marketing Engineering Team 2 B. Fowler Vice President, Marketing N. Hanzen Engineering Manager, Food Processing P. Pattison Peripheral Products Manager M. Pestronk, Controller S. Wright Software Supplies Manager Marketing Engineering Manufacturing Finance Customer Service Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

22. Communicate Vision: Presidential Speeches What? A speech every six months to all employees by President Larry Campbell discussing vision, goals and the company Why? Speeches will allow a united vision in the corporation, and allow the President to get crucial points across to everyone Who? Needs to posted through memos by all managers to their employees notifying them of the time and date, Larry Campbell needs to organize speech notes When? One within the next month expressing confidence in top management, then one every six months afterwards to communicate important things Benefits • Employees will listen and be inspired by the visions presented by the head of the company • Can be used to unite the company and start channels of communication between departments • Can build faith in upper management by vouching for them publically Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

23. Empower Staff to Act: Management Courses What? Specialized management courses at a well known university for upper managers Why? Courses will increase manager credibility and effectiveness, thus increasing the faith of lower level managers in upper management Who? The fourupper managers without recent training: Bob Fowler, Tom Sisco, Scott Palmer and Walter Jackson When? Since credibility is lowest with Bob Fowler and Tom Sisco, they will go first, followed by Scott Palmer and Walter Jackson Benefits • Increases credibility and faith in upper management • Makes upper management more effective at decision making • Will allow for better vision and ideas from upper management Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

24. Long Run Summary Long Run Problems Interdepartmental Communication Lack of faith in Management Long Run Solutions Matrix Organizational Structure President’s Speeches Management Courses Dialogue Map Timeline Dialogue Map Matrix Organizational Structure Presidential Speeches Management Courses Goals

25. Agenda Executive summary Problems and Causes Short-term Strategy Long-term Strategy Risks

26. Analyzing Risks: Short-Term • Even with a great effort it is possible that the scepticism amongst middle managers will not cease • Top managers may not improve in attitude and working methods • Indecisiveness when establishing a long-term vision to follow. An absence of vision would leave no basis for objectives.Without objectives it is difficult to set directions... • thus preventing any further progress within the organisation

27. Analyzing Risks: Long-Term • Dialogue Map: • Quite costly to implement with consultants • Will take lots of people-hours to complete map with all managers • Hard to measure success • Presidential Speeches: • Hard to find a venue • May be perceived as overly political • President needs to become more vision-oriented to effectively communicate vision • Matrix Organizational Structure: • Takes a long time to implement • Expected backlash from upper management • Costs associated with travel for meetings • Might need to reorganize buildings to be more effective • Management Courses: • Expensive • Some managers may still not have faith despite the courses • Needs to be paired with bottom-up trust building • Managers need to take time off work to complete courses

28. Questions?