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Organization and Management (Competence developement (Organizational…
Organization and Management
Organisational change
Why?
External triggers
New technology
New materials
Customer requriments and taste
Innovation by competitor
Internal triggers
New product and service design innovation
Low performance and moral
Stress on low turnover
New senior manager
Inadequate skills and knowledge base
Cope with change
Anger
Denial
Bargaining
Depression
Acceptance
Important change models
Kotter eight step model
Lewin, three step model
Coaching
Demostrate positive regard
Provide meaningful feedback for learning
Coaching to improve performance
Resolve personal problems
Clarify feelings and thoughts
Mentor for longterm performance
Sales person
Compensation and incentives
Non-financial incentives
Benefits
Sales contests
Bonus when attaining a quota
Commission
Salary
Good sales person
Strong ego
Sense of urgency
Ego driven
Assertive
Willing to take risk
Sociable
Abstract reasoner
Skeptical
Empathic
Creative
Competence developement
Team
Organizational
Company knowledge
Sum of individual
-interpersonal coorporation
Teamwork
Interpersonal
Individual
Specific
General
Personal
Manager skills
Conceptual skill
Technical skills
Human skills
Manager values
Enacted values
Espoused
Shared values
Ethical values
Competence areas
Knowledge
Skills
Personality
Attitude
Conflict perspectives
Unitarist
Pluralist
Interactionist frame of reference on conflict
Functional conflict
Disfunctional conflict
Mergers and Acquisitions rules
Communicate constantly
Get the structure right
Tackle the cultural issue
Keep customers on board
Use a clear overall process