SESSION -6

By: Zahid Hussain

MS-Total Quality Management Lead Auditor 5-S IRCA Lead Auditor ISO-9001-2000 IRCA Lead Auditor ISO-14000-2004 IRCA Lead Auditor OHSAS 18000-2007 B. Sc Engineering (Chemical) PCBAUCP

The human mind is like a parachute; it only works when it is open

 It is normal practice to separate the activities of planning change from those of implementing it Those who plan traditionally have higher status than those who implement it The logic behind this is that the two activities depend upon different skills and many managers specialize just in one. Unfortunately change efforts organized in this way are prone to communication breakdown, end-goal misunderstanding and failed aspects of implementation. Change initiatives succeed when they are based on the current realities; Proposals and suggestions which overlook staffing

It is an outline of specific actions, set within a time-frame. It includes the names of individuals responsible for these actions, describe how activities will be monitored and sets criteria for the completed project

 The process of examining an ideas strength, weaknesses, opportunities and threats is called SWOT The questions to be addressed are:
o o o o o

What actions does this issue require? What details must be included? How should this be communicated? To whom? Who is responsible? To do what? By when? How is action to be monitored?

The answers to these questions become the basis of a plan for change Those features of the goal which refer to internal matters are assessed as strengths or weaknesses. Those resulting from external forces are considered to pose opportunities or threats

Each recognized strength, weakness, opportunity and

Have a clear statement of the current situation Have a clear aim Reflect the resources available Detail the tasks to be carried out, whose responsibility they are, their priorities and deadlines. Explain control mechanisms that will alert the manager to difficulties in achieving the plan. Plan for contingencies, so that a rapid and effective response may be made to crises, perhaps at a time when you are confused following a set-back.

Involve people affected by the plan to gain their support Explain why the plan is being carried out Sell & resell the benefits to everyone involved Ensure that the required resources are available and remain available As far as possible keep to existing ways of doing things. This avoids unnecessary disruption. Build in milestones and review progress. This helps to keep a sense of movement in the plan, and allows achievement to be rewarded Keep It Simple and Straightforward Keep the plan flexible Consider transitional arrangements - how will you keep things going while you implement the plan?

 Detailed planning is the process of working out the most efficient and effective way of achieving the aim that you have defined. It is the process of determining who will do what, when, where, how and why, and at what cost Identifying Key Activities Prioritizing Activities Control Mechanisms: reporting, quality assurance, cost control etc Plan evaluation, cost/benefit analysis, risk analysis etc Assessing impact of plan on issues like ethical issues, shareholders, employees, customers, suppliers, environment, public relationing.

Todays Business Environment

Demands more large scale change via new strategies, reengineering, restructuring, mergers, acquisitions, downsizing, new product or market development, etc

Decisions Made inside the Firm Are

Based on bigger, more complex, more emotionally charged issues Made more quickly Made in less certain environment Require more sacrifice from those implementing the decisions

A New Decision- Making Process Is required because no one individual has the information needed to make all major decisions or the time and credibility needed to
convince lots of people to implement the decisions Must be guided by a powerful coalition that

can act as a team

 Position Power: Are enough key players on board, especially the main line managers, so that those left out cannot easily block progress Expertise: Are the various points of view relevant to the task adequately represented so that its pronouncements will be taken seriously Credibility: Does the group have enough people with good reputations so that its pronouncements will be taken seriously Leadership: Does the group include enough

 Two types of individuals should be avoided in a coalition:

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The first with egos The second are people who create mistrust (snakes)

Another type of individual - the reluctant player

 Change often starts with two or three people Group grows to six in small firms In bigger enterprises, twenty to fifty people may become part of the coalition

 Trust is the basic component of a teamwork Trust is absent in many organizations, because:
People who spend their careers in a single department are taught loyalty to their immediate group and distrust motives of others o Lack of communication and other factors heighten misplaced rivalry o When such people get together for change effort teamwork rarely comes easily
o

 Find the right people:

With strong position power, broad expertise and high credibility o With leadership and management skills especially the former
o

Create trust
Through carefully planned off-site events like excursions involving physical activities o With lots of talk and joint activities
o

Develop a common goal

o o

Sensible to the head Appealing to the heart

 A team approach works best when a facilitator encourages the group to analyze their goal so that they separate each of its features Team suggestions are written on a flip chart paper and hung on the wall for the team to see These are converted into strengths, weaknesses, opportunities and threats These are then given to each team member to answer The team then brings their sheets to follow up meeting for further discussion This approach yields maximum contribution of new ideas for development of action steps

QUESTIONS