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9. Prepare for the unexpected. Change program never goes completely according to plan.
People react in unexpected ways and might answer to the external environment changes.
Effectively managing change requires continual reassessment of its issues and the
organization’s and managers’ willingness and ability to adopt the next step of transformation.
Having real data from the environment and supported by information and decision-making
processes, change leaders can then make the adjustments necessary to catch results and to
react to changes in the market.
10. Speak to the individual. Change is an institutional and a very personal thing. People
spend many hours each week at work, think about their colleagues as friends. When
organization has to become matrix mangers should realize that that cycle is spreading,
becoming more valuable. Individuals (or teams of individuals) need to know how their work
will change, what is expected of them during and after the change program, how they will be
measured, and what success or failure will mean for them and those around them. Team
leaders should be most honest and explicit as possible. People will react to what they see and
hear around them, so they need to be involved in the change process. Highly visible rewards,
such as promotion, recognition, and bonuses, should be provided for embracing change.
Sanction or removal of people standing in the way of change will reinforce the institution’s
commitment and bring a fear.
Leaders have to forget about critical human issues. And to develop the “soft” side of change
management which will bring satisfaction and higher level of acceptance for change.
Summary
When leaders are planning to manage change, they should take care of five key principles:
1. Different people react differently to change
2. Every manager has fundamental needs and suitable motivators
3. Change often involves a loss, and people expect something to replace the loss
4. Expectations need to be realistically
5. Fears have to be dealt with
Principles that we apply when managing change:
• We have to give people information - open-minded, optimistic and honest about the
facts but in that way that does not set unrealistic expectations
• For large groups of different professionals, as functional managers, we need a
communication strategy because information have to suit to everyone and to come to
everyone at the same time but also we need individual interviews to manage a personal
strategy for the change and to recognise and deal appropriately with the individual
reaction to change.
13
• Managers need choices to make, and to have honest information about the possible
consequences what will meet their control and inclusion needs, to take their time to
express views, and support for applying their own ideas.
• If the change involves a loss, or just seems like that in this case, they need to know what
will or might replace that loss - loss is easier to cope with if there is something to
replace it.
• Individuals need opportunity to express their concerns to assuage potential fears and to
become motivated to change with lot of enthusiasm.
Summer Academy Hungary 10.8.2007
ESTIEM – European Students of Industrial Engineering and Management
1
Meeting Management
-Leadership within meetings
Jenny Ask
Industrial Engineering and Management Science
University of Technology
Luleå, Sweden
jenask-4@student.ltu.se
Abstract
Meetings are built up on many important aspects that all affects the outcome from a work
made by a certain group. Some meetings are more innovative than other depending on these
aspects. I’m considering three main elements for achieving successful meetings; focusing on
goals, the leader of the group and the third element is how to make everyone active. The
main factor of this essay is how to make everyone think themselves, to reach high
performance from everyone so that the team will achieve elevated grade of synergism.
Keywords: leadership, meeting, self thinking, self learning
Summer Academy Hungary 10.8.2007
ESTIEM – European Students of Industrial Engineering and Management
2
Introduction
Why is it that some meetings are more efficient than others? And why do some meetings
come up with more new ideas and solutions than others?
Leadership is about making a group active and to involve everyone in a specific mission for a
group. I am in this essay bringing up theories and practical examples about how to achieve
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