The individual and organizational short to long-term impact of redundancy   Individual impact Organizational impact Short to medium term Psychological contract broken Job insecurity Unfairness Distrust and sense of betrayal Depression, stress, fatigue Wanting it to be over Guilt Optimism Reduced risk taking Reduced motivation Lack of management credibility Increased short-termism Dissatisfaction with ... [full story]

RESTRUCTURING FROM AN INDIVIDUAL CHANGE PERSPECTIVE: THE SPECIAL CASE OF REDUNDANCY This section looks at redundancy, and how it affects those made redundant and those who survive. David Noer spent many years working with individuals in organizations and supporting them through ... [full story]

Monitoring and review Monitoring and review is not something just to be done at the end of the process and written up for the next time. If you have adopted the machine approach to restructuring, perhaps you might think that once ... [full story]

Project planning and project implementation Leadership The restructuring process can create considerable turbulence within an organization, its managers and its staff. In the box is a copy of a note to a chief executive shortly after a restructuring process had begun. It ... [full story]

Learning from previous projects and best practice Clearly you do not have to reinvent the wheel when it comes to restructuring. Given the propensity for restructuring that most organizations have, you and your colleagues will have a reservoir of knowledge as ... [full story]

Risk assessment As you can detect from the limitations described for each of the organizational structures, there are risks attached to the restructuring process. Those identified here are obviously generic risks; however each organization will need to identify the specific risks ... [full story]

Advantages and limitations of different types of organization structure Structure Entrepreneurial Functional Divisional by product, geography or both Matrix Main features Organized around one central figure. Totally centralized; no division of responsibility Organized around tasks to be carried out. Centralized. Divisions likely to be ... [full story]

Design options Once it has been decided what factors it is important for the restructure to meet, it is important to demonstrate that these are better achieved through this structure rather than any other one. Design options are the different ways in ... [full story]

Critical success factors Planning a structure requires the generation of critical success factors, design options and a risk assessment. The purpose of a restructure is to align the organization to better achieve its strategy. Critical success factors are important to define, ... [full story]

Strategic review and reasons for change Any attempt to restructure needs to have a clear communicable rationale. This will typically come from a review of strategy that highlights the need to address a specific issue relating to the internal or external ... [full story]

THE RESTRUCTURING PROCESS Whereas some of the other change scenarios we discuss in this book are more problematic (for instance, culture change and merger/acquisition), on the surface a restructuring of the organization should be a relatively straightforward affair. If we recollect ... [full story]

REASONS FOR RESTRUCTURING We are concerned in this chapter with the dynamics of change and restructuring, less so with why the organization or part thereof is being restructured. Restructuring can occur for numerous reasons: downsizing or rightsizing (market conditions or competitiveness); rationalization or ... [full story]

Restructuring OVERVIEW We trained hard. But is seemed that every time we were beginning to form into teams, we would be reorganised. I was to learn later in life that we tend to meet any new situation by reorganising. And what a ... [full story]

The Applications Chapter List Chapter 5: Restructuring Chapter 6: Mergers and acquisitions Chapter 7: Cultural change Chapter 8: IT-based process change INTRODUCTION: STRATEGIC CHANGE OPTIONS Strategy is the pattern or plan that integrates an organization’s major goals, policies and action sequences into ... [full story]

Covey: the need for principle-centred leadership Steve Covey is a writer and teacher who has had a tremendous effect on the psyche of UK and US managers. His book Principle-Centred Leadership (1992) was a New York Times bestseller for 220 weeks. ... [full story]

Development stages and their challenges Stage Crisis Resolution Conditions for optimal development Infancy (0–18 months) Trust vs mistrust Hope or withdrawal Mirroring Acceptance Early childhood (18 months–3 years) Autonomy vs shame and doubt Will or compulsion Security (routines and rituals) Play age (3–5 years) Initiative vs guilt Purpose or inhibition Clear ... [full story]

Bennis: the role of self-knowledge Warren Bennis (1994) emphasizes the need to know yourself in order to become a good leader. He says that leaders must have self-knowledge if they want to be freed up sufficiently to think in new ways. ... [full story]

THE IMPORTANCE OF SELF-KNOWLEDGE AND INNER RESOURCES Much is expected of a leader throughout a change process. It takes courage, a sense of purpose, the ability to manage your emotions, high integrity and a wide range of skills to lead change ... [full story]

Bridges: leading people through transition William Bridges (1991) has very clear ideas about what leaders need to do to make change work. Bridges says that what often stops people from making new beginnings in a change process is that they have ... [full story]

Rosabeth Moss Kanter: learning how to persevere Rosabeth Moss Kanter (2002) highlights the need for keeping going in the change process, even when it gets tough. She says that too often executives announce a plan, launch a task force and then ... [full story]

Kotter: the importance of getting the early steps right Kotter’s eight steps to transforming your organization (see Chapter 3) form a comprehensive guide to tackling the process of change. Kotter says that good leaders must get all eight steps right. However, ... [full story]

Cameron and Green: inner and outer leadership In our own experience of working with leaders on change processes, it is important to establish phases of change so that plans can be made and achievements recognized. This phasing also enables a leader ... [full story]

DIFFERENT LEADERSHIP FOR DIFFERENT PHASES OF CHANGE In this section we examine the different phases of the change process, to identify the need for a leader to perform different skills or activities during each phase. We do this by using three ... [full story]

Goleman: the importance of emotional intelligence for successful leaders Underpinning Goleman’s six leadership style is his work on emotional intelligence (see Goleman, 1998). This is worth examining as it sets out all the competencies required to be a successful leader. Goleman’s research ... [full story]

Our summary of Goleman’s six leadership styles   Coercive Authoritative Affiliative Democratic Pace-setting Coaching Short defination Telling people what to do when Persuading and attracting people with an engaging vision Building relationships with people through use of positive feedback Asking the team what they ... [full story]

Goleman: leadership that gets results In his quest to discover the links between emotional intelligence and business results, Daniel Goleman (2000) developed a set of six distinct leadership styles through studying the performance of over 3,800 executives worldwide. These six leadership ... [full story]

LEADERSHIP STYLES AND SKILLS Much has been written about leadership skills and leadership style. We have chosen the work of Goleman because we find it illuminating and useful when working with leaders at any stage in a change process. His work ... [full story]

O’Neill: four key roles for successful change Mary Beth O’Neill (2000) agrees with Senge’s idea of communities of leaders, and identifies four specific leadership roles necessary for successful and sustained change efforts in organizations. She uses Daryl Conner’s work on family ... [full story]

Network leaders Senge makes the point that the really significant organizational challenges occur at the interfaces between project groups, functions and teams. Network leaders are people who work at these interfaces. They are guides, advisors, active helpers and accessors (helping groups ... [full story]

Executive leaders These are management board members. Senge does not believe that all change starts here. Rather, he states that these leaders are responsible for three key things: designing the right innovation environment and the right infrastructure for assessment and reward, ... [full story]

Local line leaders These are the front-line managers who design the products and services and make the core processes work. Without the commitment of these people, no significant change will happen. These people are usually very focused on their own teams ... [full story]

Senge: dispersed leadership Senge (Senge et al, 1999) has some fairly challenging ideas about this. He says that successful leadership of change does not have to come from the top of an organization. It comes from within the organization. He remarks ... [full story]