tyco targeting change
TRANSCRIPT
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CHANGE & VISION
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Tyco Change
Tyco is a multinational corporation experiencing
transformational change due to inappropriate activitiesstemming from the misappropriation of funds.
To implement change, the director image was used.
What they hoped to achieve:
Re-establish a culture of integrity
Reinvent the organizations image and credibilityIncrease accountability and improve efficiencies
Influence employee values and morale
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Tycos Vision
Change Manager as Director:
Vision telling drives change
Tyco orchestrates change through a top-down
approach
Change was strategically designed for the survival and
well-being of the organization
Seeks to improve performance through ethical policies,increased accountability and better efficiencies
Analytics used to measure progress
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COMMUNICATION
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Tycos Communication
Change Manager as Director:
Sent a clear message about change
Tyco ensured employees understood how change
would happen and what was required
Change was communicated across the board, but
allowed managers at the local level to develop
materials and communicate from the bottom up
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MAKING CHANGE HAPPEN
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Tyco Making Change Happen
Change Manager as Director:
Tyco implemented change through the contingency
model based on task focused transitions
Change driven from top seeks compliance from
organizational members
Company redefines its operation in specific
areasInvolved managers at lower levels of the
organization to successfully implement change
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SUSTAINING CHANGE
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Tyco Sustaining Change
Change Manager as Director:
Tyco designed the change process and lead
organizational members to comply
Employees required to read ethics guide, adhere to
principles and report code violations
Six-sigma training implemented to increase efficiency
and product/services qualityChange was achieved as indicated by the
Government Metrics International (GMI) score
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Conclusion
The key to Tycos change was to reestablish ethical
Behavior and show what that should look like in actions,words and deeds.
Breen sent a strong message that he was serious about
changing the company and leadership style of the past.
As a result, credibility and confidence wasrestored.
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REFERENCES
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Ferrell, O. C. & Ferrell, L. (2005). Managing the risks of business ethics and compliance.
Retrieved from http://www.e- businessethics.com/Managing%20the%20risks
%20of%20Business%20Ethics.pdfFombrun, C., van Riel, C. (1997). The reputational landscape. Corporate reputation
review1(1&2), 5-13.
Palmer, I., Dunford, R., Akin, G. (2009). Managing organizational change. New York:
McGraw-Hill/Irwin
References
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THANKYOU!