Change management

Topics: Management, Innovation, Strategic management Pages: 78 (6446 words) Published: March 23, 2014
Change Management and Innovation Management

Vienna, October 2012
Inspiring Partnerships – Sustainable Success

Basic Assumptions

Starting Question 1:
"What do you understand by managing a company or an

organizational unit?"
If successful managers were asked:
What exactly do you mean when you speak of
managing your area of responsibility?
Do you know where the levers of control lie in
your area of responsibility?
Where do you start, and how do you proceed?
And most importantly: Does your method produce
the intended result…?

...How would top managers reply?

Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 3

Starting Question 2:
"Do you know your actual field of activity—the area for which you are responsible as manager?"

Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 4

The fine art of management—the C(S)N* model
Switching continually between Focus 1 and Focus 2
The consciously “observing manager” (Focus 1)
uses a helicopter perspective of the company or
organizational unit (Focus 1) to gain fresh insights
involving new interrelationships.

The »manager of action« (Focus 2) asks:
How can I use the knowledge gained from Focus 1 to
manage more effectively?
How can I implement promising measures for better
management of my area of responsibility, as a whole and in
its individual parts?
* C(S)N = corporate self navigation
Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 5

Basic Assumption 1:
“Acting without deliberating is ineffective…”

Managers often act without thinking about the consequences their actions will have on their company or knowing how their company or unit works.

Few managers have a clear and differentiated view of companies in general and of their company or unit in particular.
§  Managers do not think on this level, which appears abstract to them. §  We believe that specific knowledge of his sphere of responsibility makes even a very good manager more effective.
§  The "self-management" model is a basic model; it complements other business management models rather than replaces them.

Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 6

Basic Assumption 2:
"Most managers have too hazy an idea of their craft to be able to manage effectively.“
My image of the company influences the way I observe and thus also my management or attempts at management.
Images influence the type of management, as these examples show:

Captain

Conductor
Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 7

Basic Assumption 3
“Viewing the company as a biotope brings a number of links and dependencies into focus”

This image of the company means that we as managers are part of a networked biotope that we want to influence.

How can you manage a company biotope?
§  A company is like a living organism; it wants to survive, and it functions by its own rules and in its own way.
§  These management rules have evolved in the course of its existence and on the basis of its particular characteristics: its founding, the kind of products or services it offers, its customers and its relationship with them, its history, and the nature of the interplay between all these factors.

Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 8

The company as biotope
What comes to mind with this metaphor?

Fachhochschule des bfi Wien | Cerny, Plischke

Beratergruppe Neuwaldegg

October 2012 | Page 9

Basic Assumption 4
"Every company is a product of its history ."

A company is linked to its history and can be grasped and understood only through its history.

Over the course of its life, the company develops its distinctive corporate identity. §  This applies to...
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