#Cooperative management pdf how to
#Cooperative management pdf software

#Cooperative management pdf how to

Scenario #3: If employees agree on both goals and how to get there, use culture tools to counter complacence. And he told branch managers theyвЂ™d lose their jobs if they failed to meet sales quotas. He threatened to select a single IT platform to replace the firmвЂ™s myriad systems if the IT staff didnвЂ™t pick one themselves in six weeks. To merge JP Morgan with BankOne, CEO Jamie Dimon slashed hundreds of executivesвЂ™ salaries 20% to 50%. Scenario #2: If employees disagree on both goals and how to get there, use power tools: threats, hiring and promotion, control systems, and coercion.

#Cooperative management pdf software

Employees responded with products that crippled Internet rival Netscape and maintained MicrosoftвЂ™s dominance in the software industry (which employees and the company wanted). The memo persuaded employees that the World Wide Web would become integral to computing (which countered most employeesвЂ™ beliefs). In December 1995, MicrosoftвЂ™s Bill Gates published his visionary вЂњInternet Tidal WaveвЂќ memo. Scenario #1: If employees agree on goals but disagree on how to achieve them, use leadership tools: vision, charisma, salesmanship, and role modeling. The Idea in Practice Selecting the Right Change Tools If employees have goals that differ from your companyвЂ™s but agree on how work should be done (think independent contractors), use management tools-including training and performance measurement systems.Д¬hoose the correct tools, and you spur the changes your firm needs to stay ahead of rivals. For instance, if people disagree about goals and ways to achieve them (common during mergers), use power tools-such as threatening to make key decisions yourself. Then select tools based on the nature of employeesвЂ™ agreement. How to wield the right change tools, at the right time? Gauge how strongly your people agree on 1) where they want to go and 2) how to get there. Without that consensus, vision statements wonвЂ™t change behavior-aside from provoking a collective rolling of eyes. For example, a vision statement helps get people on board if they already agree on where their organization should go. Why do managers struggle so hard to get employeesвЂ™ cooperation on change initiatives? Even charismatic leaders have spotty records-winning commitment to change in some cases but failing dismally in others.ДЄccording to Christensen, Marx, and Stevenson, too many leaders use the wrong change tools at the wrong time-wasting energy and risking their credibility. Others can use this framework to help select the most appropriate tools for their circumstances. Some leaders are blessed with an instinct for choosing the right tools-Continental AirlinesвЂ™ Gordon Bethune, General ElectricвЂ™s Jack Welch, and IBMвЂ™s Lou Gerstner are all examples. For employees who agree on what they want but not on how to get it-think of Microsoft in 1995-leadership tools, such as vision statements, are more appropriate. So did Jamie Dimon, current CEO of JPMorgan Chase, during the bankвЂ™s integration with Bank One. YugoslaviaвЂ™s Josip Broz Tito wielded such devices effectively. When employees share little consensus on either dimension, for instance, the only methods that will elicit cooperation are вЂњpower toolsвЂќ such as fiat, force, and threats. Those in the upper-right quadrant agree on both dimensions.Дifferent quadrants call for different tools. Employees represented in the lower-left quadrant of the model, for example, disagree strongly both about what they want and on what actions will produce which results. The authors plot on a matrix where various organizations fall along these two dimensions. Choosing the right tool, say the authors, requires assessing the organization along two critical dimensions: the extent to which people agree on what they want and the extent to which they agree on cause and effect, or how to get what they want. One of the rarest managerial skills is the ability to understand which tools will work in a given situation and which will misfire.Д¬ooperation tools fall into four major categories: power, management, leadership, and culture. Employers can choose from lots of tools when they want to encourage employees to work together toward a new corporate goal.