Ch 5 Development

8/13/2019 Ch 5 Development

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PowerPoint slides by

Susan A. Peterson, Scottsdale Community College

Chapter 5: DevelopmentPrepared by: Lecturer, Ouch Phanhavisoth

Business Concept



© 2008 Prentice-Hall Business Publishing

Business Development

“Business development is a process of growing a business”

“Business development is the process of marketing, sales,

and development strategies for your company”

“Business development is sales”

“Business development is partnerships”

“Business development is hustling”

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What is business development,

anyway?

- Business development is the creation of long-term value

for an organization from customers, markets, and

relationships.

- Business development is the business unit within an

organization that works to create long term growth and

profitability through three main activities. These activities

include:

1. Creating meaningful partnerships

2. Establishing business in new markets

3. Increasing the value of a current customer base

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How to make business development

successful?

Businesses need to keep in mind that this role is a mix ofsales, marketing, negotiations, networking, project

management and contract review.

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© 2008 Prentice-Hall Business Publishing 5

Fundamental Issues of Change

How much change is enough?

How fast should change take place?

Who should be the major players in

change processes, and what shouldtheir roles be?

Who, exactly, is likely to benefit andwho could be harmed by particularchanges?




Forces for Change

Adapted from Exhibit 15.1

Managers’ visions,

ideas, and actions

Employees’ suggestions

and actions

E c on omi c

C on d i t i on s


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Focus of Organizational Changes

Adapted from Exhibit 17.2: Forces of Organizational Changes

Focus

Strategy

Structure

Systems

Technology

Shared values and culture

Staff




Examples of Focus of Changes

Adapted from Exhibit 17.3: Some Specific Examples of Focus of Changes

Strategy

Change from niche market to general market focus Change focus from individual customer to large

corporate customer

Focus Examples


Structure Structure of the company (Manager, Leader, staff)

Jobs may change or even be eliminated

Systems Management system, Financial system,

Organization’s vision, mission (process) goal,

objective



Examples of Focus of Changes

Adapted from Exhibit 17.3: Some Specific Examples of Focus of Changes

Technology Update computer systems

Internet or web-base

Shared values

and Culture

Traditions and values

Culture different

Focus Examples


Staff Encourage cooperation through cross-trainingprogram

Increase number and availability of training

workshops for lower-level employees



Process of Change

Change goes through three distinctive phases:

1. Unfreezing

2. Movement

3. Refreezing



Phase 1: Unfreezing

This first stage of change involves

preparing the organization to

accept that change is necessary,

which involves break down theexisting status quo before you can

build up a new way of operating.

Key to this is developing a

compelling message showing whythe existing way of doing things

cannot continue.

1. Unfreezing



Factors Causing Resistance to Unfreezing

Inertia

- Being comfortable with the

status quo

Mistrust

- No trust administrator

Lack of information

- They don’t know that the

new changed will be a good

one

1. Unfreezing



Phase 2: Movement

After the uncertainty created in the

unfreeze stage, the change stage

is where people begin to resolve

their uncertainty and look for newways to do things. People start to

believe and act in ways that

support the new direction.

2. Movement



Factors Causing Resistance to Movement

Lack of clarity

- If change is not clear, people

will likely resistLack of capabilities

- If people lack capabilities,

they will probably resist

Lack of sufficient incentives

- If negative consequences

outweigh positive ones

2. Movement



Phase 3: Refreezing

This means making sure that the

changes are used all the time; and

that they are incorporated into

everyday business. With a newsense of stability, employees feel

confident and comfortable with the

new ways of working.

3. Refreezing




Factors Causing Resistance to Refreezing

Pull of past competencies

- If previous actions were

successful, people see little

need for change

Non-immediate results

- If results are slow, people

will resist change

3. Refreezing




Overcoming Resistance to Change

Overcoming resistance to:

1. Unfreeze

2. Move

3. Refreeze

Create contrast to help

employees see differences

Provide training and

other tools

Celebrate early “wins” and

reinforce successful behavior

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Ch 5 Development