EPM Aatif Recommendations 16 May 12

7/29/2019 EPM Aatif Recommendations 16 May 12

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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.

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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)

Documents

EPM Aatif Recommendations 16 May 12