Every job changes over time but what happens to roles and the people in them when change becomes necessary due to the accelerated evolution of an academic department? What are the intrinsic differences between generalist and specialist roles? What are their specific advantages and disadvantages? Which model works best for professional services staff, students and faculty?This interactive workshop will take participants through the process of acknowledging that change is sometimes necessary, determining what form that change should take and implementing those new structures. It will focus on the personal implications of change and how to retain control of a potentially difficult process; how communications with various stakeholders are managed; and how those involved need to be truly engaged and supportive of the process so that an effective team can be formed. Using a real-life example to better explore these issues, participants will gain an understanding of the causes, implications and consequences of large-scale change and restructure. They will be encouraged to think about the structure of their own teams and to use the lessons we learned to help them identify any possible solutions to problems they may be facing.

1. From generalist to specialist
Monday 11 April 2017

2. Sharon Barnes- Academic Planning Manager
Laura Delfitto- Head of Marketing and
External Relations
Imran Iqbal- Head of Research Operations
Department of Management
London School of Economics and Political
Science
From Generalist to Specialist

3. Where we were
The Department of Management structure:
Managerial
Economics
and Strategy
Group
Information
Systems and
Innovation
Group
Employment
Relations and
Organisational
Behaviour
Group
Management
Science
Group
Marketing
role
Central
Programme
Office Operations
role

4. Group Manager job description
• Manage finances- internal and external (grant)
funds
• Manage sabbatical, promotion and review process
for faculty
• Oversee UG, PGT and PhD courses
• Teaching Planning
• Marketing and events
• Manage recruitment process for group admin,
research staff, and faculty
• Main contact point for all internal and external
comms

5. Reasons for change
• Increased size of department
• Standardization
• Fragmentation and duplication
• Running both systems at once but evolved
organically
• Job coherence

6. QS World University Ranking and
UK Research Excellence Framework
Exercise 1 - question
• What are the advantages and disadvantages of
specialist and generalist roles?
• Think in terms of the individual & the
organisation
Generalist vs specialist:

7. QS World University Ranking and
UK Research Excellence Framework
Exercise 1 - feedback
Specialist: advantages
• Deeper understanding
(meaningful change)
• Ownership
• Understanding complexity
• Professional expertise
• Focus & get job done
• Easy to identify role
Generalist: advantages
• Overview of areas
impacting on each other
• More flexible to changes in
demand
• Job security
• More influence
Specialist: disadvantages
• Potential for funds to run
out
• Difficult to see potential of
change (silo)
• Issues of business
continuity
• Lack of insight for wider
change
• Cannot go beyond your
remit
Generalist: disadvantages
• Not having enough depth
• Time management
• Can be siloed (esp.
academic depts)
• Unclear progression
opportunities

8. The Change Cycle

9. Exercise 2 - question
Change management process:
• What should you bear in mind when
considering such changes?
• Who should be consulted & when?
• Timescale
• Obtaining agreements/support/buy-in

10. Exercise 2 - feedback
• Explaining reasons why & discuss them – recognition
& acceptance
• Identify all stakeholders
• Forward thinking & longevity
• Flexible
• Balance too much info/not enough info (awareness
of vacuum
• Pace and regularity of communications
• Clear communications strategy
• Open & honest & manage expectations. Two way
process
• Critical friend to check- perhaps long standing staff
• Early adopters

11. Kotters 8-Step Change Theory
1. Create urgency
2. Build a powerful coalition
3. Form a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Sustain the acceleration of change
8. Institute change

12. Devising a new structure and appropriate timescales
The initial steps:
• Internal consultation amongst senior
management team
• Internal consultation with key faculty
• Internal consultation with HR
 Decision made on new structure and
phase approach

13. Challenges faced if effective communication is not
used:
• Confusion and lack of understanding between
management and employees
• A breakdown in trust from employees
• Low morale, increased stress or tension of relationships
• Decreased motivation and productivity
• Fear for job security
Communications strategy

14. Barriers to change
Rosabeth Moss Kanter - common reasons for
resistance to change:
• Loss of control
• Excess uncertainty
• Concerns about competence
• Ripple effects
• More work
• Past resentments
• Threats
• The surprise factor

15. Communications strategy
The 7 Cs of communication:
Clear
Courteous
Complete
Coherent
Concise
Concrete
Correct

16. Documentation created:
• Consultation document for PSS
• Updated senior managers’ job descriptions and job
titles (approved by HR)
• New organisational chart
• Messages to communicate change to faculty
• A-Z contact guide
QS World University Ranking and
UK Research Excellence Framework
Communications strategy

17. Official consultation process
• 3-week consultation period for PSS and faculty
• Online feedback survey
• Department Manager ‘drop in’ office hours for PSS
• Extraordinary PSS team meeting as forum for
discussion and to review feedback received via the
survey
• Open house meeting for faculty
• Managing change department away day

18. Implementation
• Final version of PSS team structure published
and circulated to both PSS and faculty
• Date for implementation of Phase 1 agreed
and communicated
• Phase 1 comes into effect
• Date for implementation of Phase 2 agreed
and communicated
• Phase 2 comes into effect

19. Exercise 1
• Should have done it sooner
• Phase 2 took far too long
• Good to have HoD support but it was PSS-led
• Increased job satisfaction
• Problems for business continuity?
Lessons learned

20. References
Mindtools.com. Kotter’s 8-Step Change Model: Implementing
Change Powerfully and Successfully. [online] Available at:
www.mindtools.com/pages/article/newPPM_82.htm.
Mindtools.com. The 7 Cs of Communication. [online] Available at:
www.mindtools.com/pages/article/newCS_85.htm.
Harvard Business Review (2012). The Reasons People Resist Change
[online] Available at: https://hbr.org/2012/09/ten-reasons-people-
resist-chang