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The How of Management of Change

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THE HOW OF CHANGE
This paper will now focus on the processes of change rather than the changes of process. Top-Down vs. Bottom-Up
The detailed changes would determine how staff was to be selected, developed, trained, remunerated, managed, promoted, removed. This would require there to be a set of Top-Down direction and targets, but also for other detailed aspects would a
Bottom-Up development would be necessary.

The first change was to include the National Sales Manager in development of the Annual Operating Plan (AOP) and the parallel Change Management Programme. This included presenting the AOP with outline Change Programme to the Full Plc Board. In his 10 years the NSM had seen every nuance of selling the product and managing the teams, but never had a strategic role. The strength of this combined 3 person Change Team, allowed there to be a Transformative Approach to change, driven from the Top- Down approach, but facilitated the necessary adaptive changes to the precise interactions that the sales people interfacing with the market would develop.

Adaptation of the Plan
When the 4 Tiered Structure was presented to the 6 Sales Managers it became clear that Succession Planning was undeveloped. This led to a segmentation of the Key
Account Managers to allow each to spend time working as a Team Leader, a second in command of a Sales Team. This was a detailed bottom change development that was entirely in line with the communicated overall principles of the Change Programme.

Unintended Consequences and Tight Linkages This applied to the unintended consequences as well as the positive effects. As in Gouldner behavioural rules which targeted “indulgency patterns” meant people were increasing call length but reducing quality and sales. Some staff

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