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1、StrategicObjectivesCriticalSuccessFactorsResultsINDIVIDUAL&TEAMCOMPETENCEVALUES&CULTUREREWARD&RECOGNITIONLEADERSHIPWORKPROCESSES&BUSINESSSYSTEMSMANAGEMENTPROCESSES&SYSTEMSORGANIZATION,TEAM&JOBDESIGNManagingChange&Hay’s7LeverModel1GuidingThoughtforToda
2、y“Attheendoftheday,youdon’tbetononstrategy,youbetonpeople.”LawrenceBossidyChairmanAlliedSignalCorporation2Hay’s7LeverModelOur7LeverModelSMisKeytoUnderstandingPeopleandChangeWeunderstandwhichpeople-changelevershavegreatestprioritygivenyoursituationandd
3、esiredresultsWeunderstandtheinter-relationshipsbetweentheleversOrganisation,Team&JobDesignWorkProcesses&BusinessSystemsValues&CultureIndividual&TeamCompetenceManagementProcesses&SystemsReward&RecognitionLeadershipStrategicIntentResults3TheHay7-LeverCh
4、angeModelSMLeadershipTheabilityofleadershiptomobilizethe organizationaroundthestrategyValues&CultureThewayinwhichtheorganizationalnorms supportthestrategyWorkProcesses&BusinessSystemsThesequenceofactivitiesthroughwhichresources aretransformedtomeetcus
5、tomerneedsOrganisation,Team&JobDesignThewayinwhichaccountabilitiesareorganizedIndividual&TeamCompetenceThecapabilityofpeople(individuallyandas teams)tocarryoutthestrategyManagementProcesses&SystemsThekeyprocessesthroughwhichmanagement influencespeople
6、Reward&RecognitionThemannerinwhichbehavior,capability and/orresultsarereinforcedOrganization,Team&JobDesignWorkProcesses&BusinessSystemsValues&CultureIndividual&TeamCapabilitiesManagementProcesses&SystemsReward&RecognitionLeadership4LeadershipIstherea
7、compellingvisionwhichinspirestheorganization?Doindividualleaders“walk thetalk”?Areleadersasateamviewed assolidlybehindthenewdirection?Doleaderscreateclearexpectationsofothers?Organisation,Team&JobDesignWorkProcesses&BusinessSystemsValues&CultureIndivi
8、dual&TeamCompetenceManagementProcesses&SystemsReward&RecognitionLeadership5ValuesandCultureAreorganisationalvaluesconsistentwiththenewstrategy?Doesbehaviourmatchespousedvalues?Iscurrentworkculturesupportiveofthenewdirection?Isthenewemployment“
