THE LAW DEVELOPMENT CENTRE

POSTGRADUATE BAR COURSE

MANAGEMENT SKILLS
‘INTRODUCTION TO MANAGEMENT’

FRANK NIGEL OTHEMBI

Philosophical background
• There are Two ways of winning a case:
• 1. Know the Law

2/1/2024
• 2. Know the Judge
• At LDC we are aware that at this stage in your professional lives you

Introduction & overview

do not know very many Judges so your best bet is studying hard
and knowing the law
• Perhaps just as important as your legal KNOWLEDGE is the fact that
you get an EDUCATION
• “KNOWLEDGE (theoretical) is filling a pot – EDUCATION (practical) is
lighting a fire”
• “EDUCATION is what remains after you have forgotten everything 2
(KNOWLEDGE) that you learnt in school”
 Out of context

Introduction & overview 2/1/2024

3
 Within context

Introduction & overview 2/1/2024

4
Defining Management
• The process of dealing with or controlling things or people.
• The planning, organizing, leading, and controlling of human and other
resources to achieve organizational goals effectively and efficiently
• The organization and coordination of the activities of a business or
organization in order to achieve defined objectives.
• Imposition of order on chaos
• Most organizations have strategic plans and Management is geared
towards realization of the organizational vision and mission.
• Management is closely linked to organizational strategy.
• Management is recongnized as a key 4th factor of production
alongside labour, machinery and capital.
• Organizational resources include people (loyal customers and
employees), skills, know-how and experience, machinery, raw
materials, computers and IT, patents and financial capital
 What is management?
v Management is an art of getting things

done through and with the people in

formally organized groups.

6
 Efficiency
Getting work
done through & with
others
Effectiveness

7
 Who is a manager?

• Managers
• People responsible for supervising the use of an
organization’s resources to meet its goals.
• Resources are organizational assets
• People ØSkills
ØKnowledge
ØInformation
• Raw materials ØMachinery
ØFinancial capital
Functions of a Manager
• Planning and long term vision – strategic thinking of where the organization needs
to be in 5 years
• Coordinating policy framework formulation
• Managing people (HR) – Hiring and firing, discipline, rewards, delegation, conflict
resolution etc. By far the most difficult task of a manager
• Resource allocation and expenditure control – organizational needs always exceed
available resources so need for financial management
• Priority setting
• Assigning tasks and responsibilities – 90% of the things that end up on the Director
LDC’s desk are channeled elsewhere
• Marketing
• Innovation
• Operational effectiveness (doing the right thing) and efficiency (doing the thing
right)
• Organizational change management
• Decision making. A manager should never procrastinate – a bad decision is better
than no decision. A manager exercises authority – subordinate staff can give their
opinion and advice but the final decision is made by the manager. THE BUCK STPS
HERE.
– Defining goals
– Establishing
strategy (a plan of
action designed to achieve
a long-term or overall aim.)
– Developing sub
plans to choose alternatives
and coordinate activities
- Taking collective 10

responsibility
• Deciding where decisions
will be made – levels of
authority

• Who will do what jobs and

tasks
11

• Who will work for whom

 Inspiring

Leading
Motivating

12
Monitoring
progress towards
goal achievement
and taking
corrective action
when needed 13
 Organizational Performance

• Organizational Performance
• A measure of how efficiently and effectively managers are using
organizational resources to satisfy customers and achieve goals.
• Efficiency
• A measure of how To
well do the thing
or productively right!are used to
resources
achieve a goal.
• Effectiveness
To do the right
• A measure of the appropriateness thing!
of the goals an organization is
pursuing and the degree to which they are achieved.

1–14
 Key Management Skills

• Effective Communications
• Decisiveness – procrastination is the thief of time – better to make a
bad decision than no decision
• Firmness (not dictatorship)
• Patience
• Thick skilled and slow to anger – ‘judongo bedu I wi cet’
• Identifying and utilizing talents of members
• Motivational
• Positivity – the glass is half full
• Trustworthiness
• Creativity
• Feedback – 360 degrees
• Responsibility – the buck stops with you
 The 4 Types of Managers

1. Micromanager
• Wants instructions followed to the letter
• “Do exactly as I have instructed you to” – does not allow room for
deviation from instructions
• Constantly behind your back and watching your every move
• Constantly criticizing your work and decisions
• Control freak creating hostile work environment
2. Consultative Manager
• Team player involving all team members in decisions
• Consults widely before deciding
• Open to suggestions from team members – promotes innovation
• Can lead to delays and avoiding taking responsibility (‘we decided’)
 Types of Managers (contd.)

3. Leader Manager
• Manages by example – shows surbordinates hoe it is done
• A good worker and aims for excellence
• Unfortunately not open to change and can easily drive
organization in wrong direction

4. Perfect Manager
• Extremely competent
• Open to suggestions and innovation and positive change
• Always available to solve problems
Management VS Leadership
 LEADERSHIP

• Leadership involves providing guidance, direction and control

in an organization
• Leadership involves inspiring those who are led and
encouraging them to reach their full potential
• Leadership of Rotaract Clubs is particularly challenging when
the led are volunteers – Presidents are reluctant to sack
officers or take disciplinary action
• A good leaders is all embracing and does not encourage
formation of cliques in the Club
Leadership styles
• Autocratic and dictatorial
• Democratic
• Strategic with long term vision
• Team player
• Cross-cultural – balances different interests
• Transformational – change agent
• Facilitative – achieves through others who are facilitated
• Laissez faire – hands off
• Transactional – maintains status quo and rewards followers
• Coaching leadership – good succession planning
• Charismatic
• Visionary leadership
Difference: Managers & Leaders
MANAGERS LEADERS
• Are appointed Emerge
• People work for managers People follow leaders
• Coerces action Inspires action
• Think of themselves first Think of themselves last
• Tells you what to do Shows you how to do it
• Has power/Controls Has influences
• Counts value Creates value
• Manages work Leads people
• Administers/maintains Innovates/develops
• Focuses on systems/structure Focuses on people
• Short term goals Long term visionary
• Are present Have a presence
• Does things right Does the right thing

Most people combine aspects of both to be effective

 Ethics

Knowledge
Management Diversity

MANAGER
Innovation Globalization

Customers E-Business

22

Chapter 1, Stephen P. Robbins, Mary Coulter, and Nancy

Langton, Management, Eighth Canadian Edition.
Copyright © 2005 Pearson Education Canada Inc.
Others
• Building a Competitive Advantage.
• Utilizing IT and E-commerce.

1–23
Building a Competitive Advantage
• Increasing Efficiency
• Reducing the quantity of resources used to produce
goods and services.
• Increasing Quality
• Introducing Total Quality Management (TQM) to improve
quality.
• Increasing Speed, Flexibility, and Innovation
• Adapting to bring new products to market faster.
• Increasing Responsiveness to Customers
1–24
• Empowering employees to deal with customers.
Maintaining Ethical Standards
• Factors Influencing Behaviors:
• External pressures from stockholders/stakeholders for
increased organizational financial performance.
• Internal pressures from top management to lower-level
managers to increase the organization’s competitive
performance and profitability.
• Societal, cultural, and environment demands on the
organization.

Hurt somebody unintendedly vs. illegally 1–25

 Managing a Diverse
Workforce

• The Increasing Diversity of the Workforce

• Non-Discriminatory Employment Practices
• Performance-Enhancing Benefits of a Diverse Workforce

The opportunities for specialization

1–26
Utilizing (IT) and E-commerce

• Benefits of IT and E-commerce

• Makes more and better information about the
organization available to outsiders
• Empowers employees at all organizational levels
• Helps managers carry out their roles more effectively
and efficiently
• Increases awareness of competitive opportunities
• Makes the organization more responsive to its 1–27

customers
THE LAW DEVELOPMENT CENTRE
POSTGRADUATE BAR COURSE

MANAGEMENT SKILLS
‘MANAGING PEOPLE’

FRANK NIGEL OTHEMBI

 Key managerial HR concerns
• The Human Resource is the most important resource
in an organization
• Attracting and retaining the right people

Management skills
• Motivating people
• Developing employee skills
• Managing talent
• Managing performance
• Dealing with negative employee behavior
• Building a learning organization
• Change management
What will you do as a manager?
• When you come across two types of employees;
• The non performing and difficult employee
• The performing but difficult employee

Management skills
 As an effective manager:

• The non performing and difficult employee

should be evaluated and assigned different
positions. They should be taken through

Management skills
coaching, training and mentorship with hope
that things will become better
• However, if nothing happens after going through
disciplinary route, then let the employee go.
Cont……
• The difficult but performing employee might be tricky to let
go immediately due to many reasons
Ø He brings in big clients and money that keeps the organization going
Ø He puts the team on top of the performance chart

Management skills
Ø He is talented
Ø He supersedes his targets
Ø He is highly innovative
Ø He challenges sloppy workers
• However he is not a team player, occasionally stands up to
the boss setting a bad example to the rest, no one knows
what he is up to.
 As an effective manager;

• Do not give special favors due to his superior performance

• Give him leadership responsibility (Ferguson and Arsene
Wenger turned their bad boys into jewels by rewarding them
with leadership positions)

Management skills
• Explain and don’t give orders
• Develop organizational values
• Tell the employee no one is indispensable
Introduction
• People are an organisation’s most important assets.
That is why every manager, regardless of his functional
area or level in the organizational structures should have
the basics in people management.

Management skills
BUT NOT JUST PEOPLE
The RIGHT people are your most
most important asset.”
Jim Collins
 Cont…

• But its challenging to find the right staff with a combination of

technical competence, high ethical standards and drive
• So, managers need to;

Management skills
1. Hire the right people
2. Enable their people
3. Motivate and energize the people
But what is managed in people?

Skills Abilities Knowledge

Management skills
People
Personality Attitudes

Careers Talent Interests

 Why manage people?

• Direct desired behavior.

• Prepare them for future changes

Management skills
• It’s a stepping stone to building organizational culture.
• Enhances employee commitment and loyalty. through open
communication systems, participatory performance systems etc
 Cont…

• Contributes to Quality management.

• Manager is able to development employees
• Performance management. introduce systems that clarify

Management skills
objectives as well as setting systems of measuring
performance at all levels in the organization
Current challenges in managing
people

• The work force is not committed or loyal to the organization due to

Management skills
conflict of interest
• Varying expectations among workers
• Influence of trade unions
• Diversity in the work force
• Rights of privacy e.g. Employees may have rights over their personal
information
 Cont…

• Globalization effects, expatriate labor, cultural shock, e-workers or

virtual workers
• Changes in technology which necessitates management to ensure their

Management skills
employees are abreast with the recent trends
• Individual challenges
• Individual Differences
• Attitudes and perceptions
• Motivation
• Cultural differences
• Behaving Ethically
 Cont…

Ø Role stress
Ø Person vs. Role: Conflicts between what jobs require and
employee’s own personality and beliefs
Ø Organization vs. Customer: Dilemma whether to follow company
rules or to satisfy customer demands
Ø Customer vs. Customer: Conflicts between customers that
demand service staff intervention
Tips on managing people skills
• 1. Build Relationships
• Managing is about people. Great managers build
lasting relationships with their people that are based
on trust, respect and communication

Management skills
• 2. Be Accountable
• Managers are quick to hold employees accountable
for performance failures or bad behavior. When they
fail to hold themselves accountable, the fail to
manage their people. Managers willing to take a bullet
for their employees are able to gain the respect and
trust needed to effective manager their people
Cont…
• 3. Listen
• Great managers also do not wait for employees
to come to them. Instead, they proactively seek
feedback and address issues before they create

Management skills
any problems.
• 4. Be Transparent
• Never hide anything from your people. It is
deceptive and can cost you their respect. This
does not mean that you should blab inside
information that upper management has deemed
confidential.
 Cont…

• 5. Support Career Development

• Good employees are hard to find and even
harder to replace. In an attempt to keep good

Management skills
employees, some manager avoid career
development. They do not help their people
prepare for future advancement opportunities
within the company
Cont...
• 6. Consistency
• Team members should all be treated in a comparable way
without favourites or discrimination.
• 7. Respect

Management skills
• Different team members have different skills and these
differences should be respected.
• 8. Inclusion
• Involve all team members and make sure that people’s views are
considered.
• 9. Honesty
• You should always be honest about what is going well and what
is going badly in a project.
 Developing people skills

2/1/2024
• The trends in the workplace today require employees to
continuously hone their Knowledge, skills and abilities to cope
with new processes, systems and technologies so as to be able
to develop the skills that will enable them handle new and

LDC
MANAGEMENT SKILLS FOR
more demanding assignments
 Cont…

2/1/2024
• Employee development: the combination of formal
education, job experiences, relationships, and assessment of
personality and abilities to help employees prepare for the
future of their careers.

LDC
MANAGEMENT SKILLS FOR
• Development is about preparing for change in the form of new
jobs, new responsibilities, or new requirements.
Comparison Between Training
and Development
Why employee development?

2/1/2024
• To improve quality.
• To meet the challenges of global competition and social change.
• To incorporate technological advances and changes in work
design.

LDC
MANAGEMENT SKILLS FOR
• One way to motivate employees
• To prepare them for succession
• Reduces employee turnover
Four Approaches to Employee
Development
 Approaches to Employee Development
Formal Education Assessment
• These may include: • Collecting information and
• Workshops providing feedback to
• Short courses employees about heir
• Lectures behavior, communication
• Simulations style, or skills.
• Business games • Information for
• Experiential programs assessment may come
• Many companies operate from the employees, their
training and development peers, managers, and
centers. customers.
Another way to develop employees is to
begin with an assessment which may
consist of assigning an activity to a team
and seeing who brings what skills and
strengths to the team.
 Approaches to Employee Development
(continued)
• Job experiences: the • Key job experience
combination of events include:
relationships, problems, • Job assignments
demands, tasks, and • Interpersonal
relationships
other features of an • Types of transitions
employee’s jobs.
• Through these
• Most employee experiences, managers
development occurs learn how to handle
through job experiences. common challenges,
and prove themselves.
Working outside one’s home country is the
most important job experience that can
develop an employee for a career in the
global economy.
Approaches to Employee Development
(continued)

• Interpersonal relationships: employees can also develop skills

and increase their knowledge about the organization and its
customers by interacting with a more experienced member:
• Mentoring
• Coaching
Managing negative behavior

2/1/2024
• Counter Productive work behaviors is used as an umbrella label to
mean behavior that is intended to have detrimental effect on
organizations and their members contrary to the legitimate
interests of the organization.

LDC
MANAGEMENT SKILLS FOR
• The negative behaviors have been labeled as
aggression, antisocial behavior, deviance,
delinquency, revenge, retaliation, theft, drug abuse,
alcohol use, absenteeism and unsafe behaviors like
accidents.
 Cont…

2/1/2024
• Managers need to understand and develop work strategies
and practices that will reduce on counterproductive work
behaviors in organizations

LDC
MANAGEMENT SKILLS FOR
 How?

2/1/2024
• Open communication. In an open climate, employees feel free to
express opinions, voice complaints, and offer suggestions to their
superiors.

LDC
MANAGEMENT SKILLS FOR
• Open communication climate is desirable because it
enhances human relationships, which occasion
increases morale and productivity
 How?

2/1/2024
• Enhanced self control. Self control is the ability of the
individual to contemplate consequences in the long term
before satisfying his or her current needs.
• A combination of perceived stressors and

LDC
MANAGEMENT SKILLS FOR
insufficient control is likely to trigger negative
emotions,
 How?

2/1/2024
• Clear Conflict resolution strategies
• Conflict refers to a serious disagreement, argument or differences
between two or more parties which in itself could be caused by

LDC
MANAGEMENT SKILLS FOR
differences in organizational policies and structures, personality
factors, interaction styles, cultural and ideological factors.
• In a work place, conflict can create an environment
filled with gossip and back stabbing, tension etc
 Cont…

2/1/2024
• From a practical perspective, the management of conditions
that tend to induce a particular emotion can go a long way
toward reducing CWB and enhancing OCB, and thereby
improving both employee and organizational well-being.

LDC
MANAGEMENT SKILLS FOR
 Nurturing Talent

2/1/2024
• Effective training processes and practices allow organizations to
consistently hire and retain the right people, and invest in and
nurture them throughout their work life

LDC
MANAGEMENT SKILLS FOR
• Today’s managers increasingly understand that a highly-skilled,
knowledgeable workforce is critical to achieving business success
while maintaining a competitive advantage
 Why nurture talent

2/1/2024
• Contributes disproportionate value to the
organization
• Have the easiest time finding other employment

LDC
MANAGEMENT SKILLS FOR
• They produce as much as 10 times more than the
average worker, while they often require less than
two times the pay
• The more top performers you have, the greater the
organization’s productivity
• Enhance competitiveness
 How to nurture talent

2/1/2024
• Recognize - First, we have to recognize our natural talents,
appropriate to the context being considered.
• Value - Secondly, we need to do some analysis to work out

LDC
MANAGEMENT SKILLS FOR
how these strengths add value to our organization.
• Reward, motivate and engage- Once you've identified your top
talent, it's important to put programs in place to
effectively reward, motivate and engage them, so you
can retain them.
•.
 Cont…

2/1/2024
• Develop - We have a duty to ourselves and others to identify our
strengths and develop them as much as we can in order to add
more value
• Use - In most cases, when people have taken the time

LDC
MANAGEMENT SKILLS FOR
to recognize, value and develop their talents, they
will naturally put them to good use. Furthermore,
the better they become in their areas of strength,
the more people notice and ask them to do more
Barriers to nurturing talent

2/1/2024
• Managers are often failing to nurture the talent of their employees,
losing out on innovation, skills and performance gains as a result.
• Part of the reason for this is;

LDC
MANAGEMENT SKILLS FOR
• Talent is seen as a threat. There is a tendency to fear for our own
positions when someone comes along who could potentially be our
replacement.
 Cont…

2/1/2024
• Lack of time often prevents talent from being properly
nurtured.
• Participants to add on

LDC
MANAGEMENT SKILLS FOR
Exit planning
• Exit planning or strategy is preparing to leave your job
• The day to plan your exit is the first day you start a new job
• Career progression is essential in any job – avoid ‘dead end’ jobs
• Do not stay in a mismatched work environment where the job is no
longer suitable for you

Management skills
• Where possible negotiate the terms of your departure with your
employer
• Do not lose face and do not ‘burn bridges’ – maintain cordial
relationships with employers, bosses and colleagues
• Exit package – you must have a clear understanding of your exit pay
upon termination of employment as you may use this to start a new
career/business or to sustain you in-between jobs
• Exit interviews for departing employees are conducted by
organizations as part of their learning and improvement process
Exit strategies
• Search for a new job while you are still employed – it is
difficult to look for a job if you are out of work.
• Agree on a reasonable departure period. Give notice as
stipulated in your contract when you accept a new job.

Management skills
• Ask your employer if you can work part-time or a reduced
schedule while you look for a new job.
• Transfer out of your current department if the company and
culture are a good fit but your immediate environment is not.
• Ask your manager to discuss an exit strategy with you. No
matter the reason, if your job is not working out, perhaps your
organization will work with you to pave your way out the door.
No hard feelings; it just didn't work out.
 Managing change

Management skills
 2/1/2024
When you say Change, they say:
“This is a waste of time.”
“Why change if it was working just fine before?”
“If it ain't broke, don't fix it.”
“They never tell us what’s going on!”

LDC
MANAGEMENT SKILLS FOR
“How soon will this happen?”
“How will this impact me?”
“Will I receive new training?”
“What’s in it for me.”
“I doubt they are really serious about this.”

Natural reaction to change: Resist Awareness of need to change

Before Embarking on Change

2/1/2024
• Align the change with the company’s strategy
• Understand what you’re likely to achieve

LDC
MANAGEMENT SKILLS FOR
• Ensure executives committed to achieving change
• Verify there are sufficient resources
• Assess need for external help, find outside resources

“Change management is crucial to the success of any change effort.”

 Concept of change

• Change means making things different.

• Change refers to Transformation in operations that
may or may not be imposed from above but are
instrumental to organisational growth

• Organizational change can be defined as a better way

or system of combining different elements-
knowledge, products, customer demands, markets.
e.t.c. into a new and more productive whole
 Concept of change

• Change means movement, movement means friction, friction

means conflict (Saul 1972)
• it is the management of this friction that
forms the basis of successful management
of change.
• MAJOR TYPES OF CHANGE:
1. Planned Change
2. Unplanned Change
Kubler-Ross’ Change Model
(Stages of Change)

1. Shock in response to the event which signals change – ‘I

don’t believe it.’

CHANGE MANAGEMENT
2. Denial of the reality of the change – ‘It won’t affect me.’
3. Frustration and anger about the change. A tendency to
blame, and a sense of injustice – ‘Why me? What have I
done to deserve it?
4. Depression & apathy – ‘I’m fed up. It’s not fair.’
5. Experimenting with new behaviour. As a result of the
pain suffered in stage 4, a willingness to try something
new – ‘I’ll give it a try. 75
Stages Cont’d

6. Accepting the reality of the change – ‘It’s not as bad as I thought

CHANGE MANAGEMENT
it would be.’
7. Integrating the change into your life. Developing new attitudes
and ways of behaving – ‘I never thought it would work.’

76
 Sources of change- outline

• Competition from other groups/organizations

• Supervisor pressure
• Better raw materials
• New technology
• Change of leadership
• Change in membership composition
• Other factors
 Other sources of change

• Organisational policies
• Change of organisational ownership, (for example privatisation
in Uganda),
• Market outreach and demand of the service/product.
• Natural progression.
• globalization
 Corporate failures due to
resistance to change

• Blockbuster (1985 – 2010) – Home movie & video games

rental
• Polaroid (1937 – 2001) & Kodak (1889-2012) - Cameras

Management skills
• Toys R Us (1948 – 2017) – Toys retailer
• Pan Am (1927 – 1991) – Luxury airline
• Borders (1971 – 2011) – Book store
• Tower Records (1960 – 2004) – Music
Causes of Resistance to change.
• Self-interest & protecting status quo: individuals who have
achieved status, privileged or self-esteem through effective use of
an old system will often see new plans as a threat.
• Inadequate benefits & rewards: The what’s in in for me syndrome.
• Fear of the unknown: people may be uncertain of their abilities to

CHANGE MANAGEMENT
learn new skills, their aptitude with new systems or their ability to
take on new roles. The risk of standing still is seen to be less than of
moving forward. (Decentralization of LDC)
• differing perceptions: people may sincerely believe that the plan is
wrong. They may view the situation from a different viewpoint or
may have aspirations for themselves or the organisation that are
fundamentally opposed to the plan
• Suspicion and low trust: some people may not trust the plan, or
the people who have created it 80
Causes of resistance Cont’d
• Conservatism and attachment to old ways: organisations or people
may simply be opposed to change. This can result from loss of
touch with customers, from lack of exposure to better ways of
doing things or from slowness of decision making.
• Politics: different interest groups may occur within the organisation,

CHANGE MANAGEMENT
and the alliances involved may cause resistance to change.
• Limited mindsets: i.e. fixated mental models may inhibit/fail
generating strategic options
• Poor decision making
• Lack of resources:limited resources available
• Inadequate competence: sometimes, change in organizations
necessitates changes in skills, and some people will feel that they
won’t be able to make the transition very well 81
Causes of resistance cont’d
• Misunderstanding about the need for change/when the reason for the
change is unclear — If staff do not understand the need for change you
can expect resistance. Especially from those who strongly believe the
current way of doing things works well…and has done for twenty years!

CHANGE MANAGEMENT
• Temporary fad — When people belief that the change initiative is a
temporary fad
• Not being consulted — Failure to involve all those who would be
affected by change. If people are allowed to be part of the change there
is less resistance. People like to know what’s going on, especially if their
jobs may be affected. Informed employees tend to have higher levels of
job satisfaction than uninformed employees

82
Causes of resistance cont’d
• Poor communication — It’s self evident isn’t it? When it comes to
change management there’s no such thing as too much communication
• Changes to routines — When we talk about comfort zones we’re really
referring to routines. We love them. They make us secure. So there’s

CHANGE MANAGEMENT
bound to be resistance whenever change requires us to do things
differently
• Exhaustion/Saturation — Don’t mistake compliance for acceptance.
People who are overwhelmed by continuous change resign themselves
to it and go along with the flow. You have them in body, but you do not
have their hearts. Motivation is low

83
Dealing with resistance to change
The following strategies can be used to reduce resistance
to change.

CHANGE MANAGEMENT
• Effective communication & Education
• Gradual Method of introducing changes.
• Facilitation & Support (e.g. Guarantee job, counselling &
other security)
• Coercion in form of use of authority, threats, intimidation
etc
• Bribery/ Introduction of special rewards 84
Dealing with resistance to change
• Good Timing
• Manipulation & Co-option
• Involvement, agreement & participation

CHANGE MANAGEMENT
• Offer new, worthwhile experiences
• Be adaptable to new suggestions
• Convince opinion makers
• Pay the price for change
• Set the pace for change
• Play it simple- Simplicity is a virtue 85
Strategies for Implementing Change in
organisations:

CHANGE MANAGEMENT
• Create a shared vision and common direction:
• This should reflect the values of the company; the vision should include
the rationale, the benefits and personal ramifications/consequences
• Develop a non-threatening and preferably participative
implementation process:
• Skilfully present plans, make information readily available:
• explain the benefits for end users; start small and simple; go for quick
wins;
86
• publicise & celebrate successes
Strategies Cot’d

• Support change ‘champions’ and ‘agents’: I.e.

• The change advocate role is critical to create a

CHANGE MANAGEMENT
vision,
• motivate employees to embrace that vision and
craft a structure to reward those who strive
towards realisation of the vision
87
Cot’d

• Line up political sponsorship:

• Broad-based support is important (both formal
and informal support);
• Identify target individuals and groups whose

CHANGE MANAGEMENT
support is needed;
• Define the critical mass of support needed;
• Identify where each key player is on the
continuum (from ‘no commitment’, ‘may let it
happen’, ‘help it happen’ to ‘make it happen’
88
Tactical Steps Cont’d
• Draft an implementation plan: this plan maps out the
resources required, timescales, and so on

CHANGE MANAGEMENT
• Develop enabling structures: e.g. pilot tests, off-site
workshops, training programmes, new reward systems and
symbolic changes such as redesigning work spaces
• Create a sense of urgency:
• You have to create the right reason
• It could be a crisis , real or manufactured
• Get the graphs out that tell the story
89
Tactical Steps Cont’d
• Reinforce and institutionalise change: I.e.
• It is important to reinforce the change,
• Reward those who take risks and incorporate

CHANGE MANAGEMENT
the new behaviours.
• To sustain change, structures of the organization
may need to be modified including policies and
procedures
• Create a culture where adaptation to change is
the norm = become known as a learning
organisation 90
Key Skills for Change Management
• Political skills –Capacity to understand the
organizational politics involved.
• Analytical skills: – Need to have clear insights of

CHANGE MANAGEMENT
steps being taken to affect change and the possible
resulting positive and negative outcome of change.
• People skills: – Need to consider to diverse
dimensions involved i.e. organizational cultures,
values, attitudes towards life and work,
personalities, people’s priorities, the gender and
sexual preferences etc.. 91
Key Skills for Change Management
cont’d
• System skills - Organizations operate as systems and a systemic
view needs to be considered when preparing for change in an

CHANGE MANAGEMENT
organization.
• Business skills - Need to understand how business works i.e. the
sources of resources used in the organization, the market
opportunities, products and product development. customers, and
customer relations.

92
 Change Management

• Who Moved My Cheese?

https://www.youtube.com/watch?v=Txy6DwbwZ9g
 2/1/2024
“If you're not riding the wave of change...

LDC
MANAGEMENT SKILLS FOR
you'll find yourself beneath it."
 THANK YOU

Frank Nigel Othembi

Director LDC