Difference between revisions of "Kotter - NYU"

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Issue: At NYU, we merged three major IT groups, Academic Computing,
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Administrative Computing and Telecom, which had previously had
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separate leadership and had worked as separate silos.
  
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==The Problem==Here's the scenario for OU (Motivation and Inspiration):
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[managerial response] We've created new departments, and reassigned
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Issue: OU IT is growing at a very fast pace. Nearly every school or administrative department that we forge partnerships with require a unique set of IT solutions (migrating to our email system, managing their in-house website or database, varying security policies, etc). Due to these differences, our ability to provide consistent customer service is a growing challenge. Customers get frustrated with slow response times and repeat visits for the same problem.
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staff to functional groups. Although there hasn't been a lot of  
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moving around,  the organization and staffing should be responsive
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and able to complete projects well, but we feel that hasn't happened
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as well as it could. And, a recent employee survey showed that the  
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biggest staff complaint is lack of communication. How do we fix this?
  
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==Managerial Approach==Here's the scenario for OU (Motivation and Inspiration):
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[Kotter] What you need is to align the groups, to show that there are
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common goals for all three, and that there is a new vision for the  
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Managerial Approach: Surely there's success in numbers! So we beef up the teams that provide customer support. Unfortunately, it's still 20% of the people doing 80% of the work. Most people don't feel motivated because once they learn the unique service specific to the customer, they're "stuck" with this responsibility through the rest of their career.
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future of the organization. To do this requires a great deal of  
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communication, not just from the top down but between all the levels
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==Leaderful Approach ''(Kotter)''==Here's the scenario for OU (Motivation and Inspiration):
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of the organization. Have you considered having meetings by topic,
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Kotter: The secret to success is to keep no secrets! Individuals at every level of the organization's hierarchy should be accessible and approachable. The teams should be transparent and make sure everyone's trained up on how to provide the services. Individuals should be rewarded for their willingness to learn rather than punished by making them the permanent "go-to" people. A collaborative environment where there's extensive communication within, and across, teams would go a long way in pushing towards the goal of providing better customer service.
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rather than within existing groups? In those meetings leaders can set
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the tone and share what their vision is for the group, without
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Raelin: Teams leads should encourage members to voluntarily take ownership of projects as it would make them more likely to succeed. Basically, allow people to develop in an environment that fosters growth.
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hitting people over the head. Alignment also leads to empowerment --
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when people know what the organization is about, they feel like they
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can contribute as well.

Latest revision as of 00:05, 30 May 2007

ITLPviii Main Page > Group Kotter > Kotter - NYU


Played by Jane


2. Organizing and staffing versus aligning people

Issue: At NYU, we merged three major IT groups, Academic Computing, Administrative Computing and Telecom, which had previously had separate leadership and had worked as separate silos.

[managerial response] We've created new departments, and reassigned staff to functional groups. Although there hasn't been a lot of moving around, the organization and staffing should be responsive and able to complete projects well, but we feel that hasn't happened as well as it could. And, a recent employee survey showed that the biggest staff complaint is lack of communication. How do we fix this?

[Kotter] What you need is to align the groups, to show that there are common goals for all three, and that there is a new vision for the future of the organization. To do this requires a great deal of communication, not just from the top down but between all the levels of the organization. Have you considered having meetings by topic, rather than within existing groups? In those meetings leaders can set the tone and share what their vision is for the group, without hitting people over the head. Alignment also leads to empowerment -- when people know what the organization is about, they feel like they can contribute as well.

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