epm aatif recommendations 16 may 12
TRANSCRIPT
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RECOMMENDATIONS
Aatif Saif
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COMMITMENT TO CHANGE Management shall formulate sound strategy by involving
organisational stakeholders at all tiers through:-
Making people cognizant about the requirement forchange.
Enlighten the potential negative consequences of
maintaining the status quo as well as the anticipated
benefits of implementing the change.Let people experience the change by organizing
different techniques like:-
Indicating the positive effects of the change.
Organizing visits to organisations having undergone
change process in recent past.
Evolving prototypes (at smaller scale).
Conducting limited change pilots.
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COMMITMENT TO CHANGE Management shall formulate sound strategy by involving
organisational stakeholders at all tiers through:-
Making people cognizant about the requirement forchange. Enlighten the potential negative
consequences of maintaining the status quo as well as
the anticipated benefits of implementing the change.
Let people experience the change by organizingdifferent techniques like:-
Indicating the positive effects of the change.
Organizing visits to organisations having undergone
change process in recent past.
Evolving prototypes (at smaller scale).
Conducting limited change pilots.
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COMMITMENT TO CHANGE
Attention on explicit actions staff should take to
implement the change. Simply telling people theresults they should strive for usually fails. Train
them on specific, critical activities required to be
successful.
Involve team for accruing desired results.Identifying the champions in the organization must
be included so they can help spread the word and
build grass-roots support for the change.
Commitment is demonstrated in sound planning,
staff involvement,
quick decision making, calculated risks,
& diligent execution.
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NEED FOR PARTICIPATIVE LEADERSHIP
Compared to directive approach, participatory
leadership is suggested for successful changemanagement.
Unless all tiers of management are engaged in the
decision making processes, chances of
implementing the change with minimum risks isvagrant.
It is strongly suggested that top management shall
encourage listening to the genuine reservations of
the employees, which shall help in alleviating theirfears and making them part of the solution than
part of the trouble equation.
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HONING SKILLS OF EMPLOYEES
Any organisation seeking to execute change, must
evaluate their current skill level and necessary
measures for enhancing the requisite skills shall be
considered before the actual process starts.
Without equipping all stakeholders with desired
technical, functional & skills, any change process is
bound to fail.
Soft skills of the supervisors also come handy efforts
shall be made to pick people with a mix of technical-
functional and soft skills.
O
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EMPOWERMENT
Managers shall be educated about advantages of
empowering their subordinates. Likewise,
employees shall be told what skills andcompetencies are required for each of these roles.
Well defined & controlled empowerment may help
in ensuing the desired results through active
involvement of team members.If the employees are satisfied about the relation
between Earning & Learning Curve, they can be
effectively empowered to make correct decisions in
implementing the change.
Empowerment is about creating & adopting a
conceptual mindset of"assuring success" rather
than "preventing failure".
SYSTEMS THINKING
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SYSTEMS THINKING
Management must evolve a meaningful shared
vision and ability to establish cause & effect
relationship.Give Respect & engage everyone to break the
dependence on informal networking among a few
members.
Focus on long-term & short-term objectives; shiftingthe balance from fire-fighting to augmented focus
on strategic initiatives.
Use cross-functional teams for reaching a system
level consensus decision.
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EFFECTIVE COMMUNICATION Management must develop an effective Change Related
Communication Plan. It will positively facilitate in dispellingemployee fears likely to cause great stress and insecurityregarding their future and results in the failure of changeinitiatives.
Timely communication to curb rumours would help in buildingconfidence of employees, thus reducing stress and improvingproductivity.
Few key tools for effective communication may be judiciouslyemployed :-
Internal between and to different groups for addressing theirconcerns and seeking their inputs
External Updating external stakeholders e.g. suppliers, sisterorganisations, etc.
Formal (reports, memos, briefing, newsletter, annual report) Scheduled or on occurrence reports to all the concerned stafffor keeping them in loop about steps taken, actions plannedand depicting resolve of the management.
Informal Employing a multitude of channels like e-mail, off-the record discussions, etc.
Vertical & Horizontal Communication At intra & interorganisational, cross-departmental and peer level.
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MOTIVATION AS A FORCE MULTIPLIER
Any organisation seeking change shall motivate
their employees. Without involvement of people inthe change process, any effort for change is bound
to fail.
Motivation may be incorporated through:-
Rewards & Recognition Compensation & Benefits
Training & Development
Realistic Performance Management
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Q & A
"The best way to have a good
idea is to have lots of ideas.
(Linus Pauling)
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CONCLUSION
Public sector organization are found less susceptible to
change. It has lot to do with the mind-set that is subject
to monotonous routine.
It is not only the responsibility of the government but
employees at all tiers for kindling up the desire to bringchange for good in their organisations. Otherwise, these
non productive organisations will keep bleeding the
resources of the nation.
We all have a responsibility towards bringing change
and we must join hands for the cause; taking start from
improving our ownself!
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What you leave behind is not what
is engraved in stone monuments,but what is woven into the lives of
others.
Pericles (Ancient Greek Politician,
General and Statesman, of the
aristocratic Alcmaeonid family. 495BC-429 BC)