1. Kevin McHutchison GB543 Managing Change Unit 6 Final Project Presentation Dr. Rita Gunzelman 3/5/12 1

2.  Introduction  Organization  Change  Driving Forces  Dimensions of Change  Change Category  Change Model  Organizational Capability  Integrated Plan  Change Leadership  Communicating Vision  Employee Engagement  Evaluating Success  Conclusion / Summary  References 2

3. INTRODUCTION  Hertz Corporation’s local market distribution process  Hertz must examine their capability and readiness to change  Purpose to change is to remain competitive in the market 3

4. ORGANIZATION - HERTZ  In business for nearly 100 years  Multinational vehicle rental agency  Mission is to be the world leader in business solutions 4

5.  Analyze the current local fleet distribution process  System needs to become more proactive  Addition of second transporter shift will bring stability and efficiency 5

6.  External  Need for competitive rates  Opportunity to profit using the competition’s limitations  Internal  Maximization of fleet inventory  Stability in the distribution process  Needed change to the corporate culture 6

7.  Strategy and Vision  An increase in inventory utilization and distribution efficiency  Resources  Additional transporters  Training on the necessity of the change  Systems  Updated communication systems  Culture  Working with the older transporters to integrate the newer ones to establish trust from both parties 7

8.  Adaptation  Reactive  Demand for additional products and services  Stabilization and efficiency 8

9.  Kotter’s Eight Stage Model  Need to focus on building manager employee relationships  Break down barriers  Begin to build a foundation for corporate culture growth 9

10. ORGANIZATIONAL CAPABILITY  Strategy  Resources  Systems  Culture 10

11. INTEGRATED PLAN 1. Description of the Change 2. Implications of status quo 3. Implications of desired future state 4. Outcome measures 5. Disruption to organization 6. Barriers to implementation 7. Primary sponsors, change agents, targets and advocates 8. Tailoring of announcements 9. Management of transition state 10. Level of Commitment 11. Alignment of project and culture 12. Strategies to improve synergy 13. Training for key people 14. Major activities 15. Sequence of events 11

12.  4 C’s  Coordination  Commitment  Competencies  Communication  Building a coalition  Shifting ownership to a working team 12

13.  Be clear and concise  Transparency is key  Use various methods to obtain a high communication level 13

14.  Change curve assessment  Psychological contracts  Minimizing employee resistance  Application of the 10 C’s of Employee engagement 14

15. EVALUATING SUCCESS  Evaluating the Project Team and collaboration  Mission Clarity  Commitment  Competence  Material Resources  Time and Staffing 15

16.  Build up the corporate culture  Communicate the vision effectively  Engage employees  Measure success 16

17. Ashurst, C.. & Hodges, J. (2010). Exploring business transformation: The challenges of developing a benefits realization capability. Journal of Change Management, 10(2), 217-237. Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133-141. Buchanan, D., Fitzgerald, L., Ketley, D., Gollop, R., Jones, J.L. Lamont, S. S., Neath, A., & Whitby, E. (2005). No going back: A review of the literature on sustaining organizational change. International Journal of Management Reviews, 7(3), 189-205. Ford, J. D., & Ford, L. W. (2009). Decoding resistance to change: Strong leaders can hear and learn from their critics. Harvard Business Review, 87(4), 99-103. Hurley, R. F. (2006). The Decision to Trust. Harvard Business Review, 84(9), 55-62. Iskat, G. J. & Liebowitz, J. (2003). What to do when employees resist change. Supervision, 64(8), 12-14. Leban, B., & Stone, R. (2008). Managing organizational change (2 nd ed.). Hoboken, NJ: Wiley & Sons, Inc. Manns, M. L. & Rising, L (2010). Strategies for leading through times of change. Graziadio Business Report, 13(2), 1-10. Palmer, I., & Dunford. R. (2002). Who says change can be managed? Positions, perspectives and problematics. Strategic Change,11(5), 243-251. Rousseau, D. M. (1996). Changing the deal while keeping the people. Academy of Management Executive, 10(1), 50-59. Sirkin, H. L., Keenan, P., & Jackson, A. (2005). The hard side of change management. Harvard Business Review, 83(10), 108-118. The Center for Creative Leadership. (2009). Leading Effectively e-Newsletter - February 2009 Issue. http://www.ccl.org/leadership/enewsletter/2009/FEBhow.aspx. http://www.ccl.org/leadership/enewsletter/2009/FEBhow.aspx 17