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Tertiary Education Management Conference 2006
Cultural change in a time-poor environment
A Hanlon
Cultural change in a time poor environment
Cultural change in a time poor environment
Tertiary Education Management Conference
August 2006
Tertiary Education Management Conference
August 2006
Audit is a gap analysisAudit is a gap analysis
Responding to audit recommendations within the context of developing a pro-active management framework to guide continual department-wide performance improvements
Our focus is ISO9000 accreditation Continual improvement ensures that
procedures will not fall behind acceptable standards again
Responding to audit recommendations within the context of developing a pro-active management framework to guide continual department-wide performance improvements
Our focus is ISO9000 accreditation Continual improvement ensures that
procedures will not fall behind acceptable standards again
Quality management & audit response (QM & AR)
project
Quality management & audit response (QM & AR)
projectPrioritised support to operational
areas that would in turn enable outcomes that “counted” as results with respect to audit response
Priorities are flexible, negotiable and reviewed regularly
FM management group is the sponsor
Prioritised support to operational areas that would in turn enable outcomes that “counted” as results with respect to audit response
Priorities are flexible, negotiable and reviewed regularly
FM management group is the sponsor
QM & AR project approachQM & AR project approach
FM operates 24 hours a day, 7 days a week and 365 days per year
Staff are utterly outcomes content focused, often to the detriment of management systems / accountabilities
Require simple, small and immediate steps to change
Less intimidating, less effort leads to less resistance
FM operates 24 hours a day, 7 days a week and 365 days per year
Staff are utterly outcomes content focused, often to the detriment of management systems / accountabilities
Require simple, small and immediate steps to change
Less intimidating, less effort leads to less resistance
Project set upProject set up
245 audit recommendations Break up into useful “chunks” Recommendations grouped into
functional and/or compliance areas 22 project area/chunks in all
Are you insane??!!?
245 audit recommendations Break up into useful “chunks” Recommendations grouped into
functional and/or compliance areas 22 project area/chunks in all
Are you insane??!!?
3 stages of the project3 stages of the project
patch comply quality
Stage 1 Stage 2 Stage 3
PatchPatch Workflows are mapped (drawing) Significant compliance issues are
resolved asap That is, immediate actions are a band
aid solution, rather than a long-term ISO9000 compliant solution
Satellite systems and workflows are removed
Workflows are mapped (drawing) Significant compliance issues are
resolved asap That is, immediate actions are a band
aid solution, rather than a long-term ISO9000 compliant solution
Satellite systems and workflows are removed
ComplyComply
Comparison with other Uni procedures and policies
Research into legislative or regulatory requirements
Research into State government practices
Amend and build the “patched” system This stage is focused on policy levels Resolve inter-departmental issues
Comparison with other Uni procedures and policies
Research into legislative or regulatory requirements
Research into State government practices
Amend and build the “patched” system This stage is focused on policy levels Resolve inter-departmental issues
QualityQuality
Policies and procedures are evaluated
against ISO Quality standards
Development of a quality assurance policy
Preparation of internal quality audit
Final decision to proceed to ISO9001 levels
Policies and procedures are evaluated
against ISO Quality standards
Development of a quality assurance policy
Preparation of internal quality audit
Final decision to proceed to ISO9001 levels
Patch/comply/qualityPatch/comply/quality
Biggest and most immediate resultShifted the conversation (and
attitude) fromWhy do we have to do this?
to Are we in patch, comply or quality?
Biggest and most immediate resultShifted the conversation (and
attitude) fromWhy do we have to do this?
to Are we in patch, comply or quality?
What are the real tools for change?
What are the real tools for change?
Senior management ownership of the required
change
Senior management ownership of the required
changeWhat does that look like?That management remain convinced
of the requirement for change regardless of staff complaints, change resistance, sabotage and other forms of thrashing about
Benefit: No white-anting or back-peddling
What does that look like?That management remain convinced
of the requirement for change regardless of staff complaints, change resistance, sabotage and other forms of thrashing about
Benefit: No white-anting or back-peddling
A single authorisation point for policy and
strategy
A single authorisation point for policy and
strategyWhat does that mean?All staff required to submit policy,
operational plans and other plans of management or strategy documents for approval
Benefit: Reality check! Cohesiveness. Communications point
What does that mean?All staff required to submit policy,
operational plans and other plans of management or strategy documents for approval
Benefit: Reality check! Cohesiveness. Communications point
Common languageCommon language
What does that mean?Phrases that often mean different
things:Business case, policy, procedure,
form, minor works, major works, small project, medium project, large project, etc.
Benefit: have the same conversation
What does that mean?Phrases that often mean different
things:Business case, policy, procedure,
form, minor works, major works, small project, medium project, large project, etc.
Benefit: have the same conversation
Tolerance for ambiguityTolerance for ambiguity
Not knowing what the entire system / procedure will look like before making improvements
Requiring trust in each otherCreating space for mistakesBenefit: Being able to start.
Building a system that allows for individual judgment
Not knowing what the entire system / procedure will look like before making improvements
Requiring trust in each otherCreating space for mistakesBenefit: Being able to start.
Building a system that allows for individual judgment
Patience for resistant behavior
Patience for resistant behavior
Where staff support each others tolerance levels
Discussion and identification of “thrashing about” behaviour
Real management /team work supports each others weaknesses
Benefit: Creating and supporting a culture that allows us all to be human
Where staff support each others tolerance levels
Discussion and identification of “thrashing about” behaviour
Real management /team work supports each others weaknesses
Benefit: Creating and supporting a culture that allows us all to be human
Consistent clarity of roles and responsibilities cross
the organisation
Consistent clarity of roles and responsibilities cross
the organisation
Red / Black / BlueHow does that help us work
smarter?
Red / Black / BlueHow does that help us work
smarter?
Red / Black / Blue ~ A Shirlaws business modelRed / Black / Blue ~ A Shirlaws business model
“STRATEGY”
Business support
“CASH FLOW”
“COSTS”
Services / Products
Service production
Service Delivery
Clients
QM & AR project areasQM & AR project areas• Accounting• Change
Management• Code of Conduct• Complaints handling• COI Management
Plan• Contractor
management• Information
management & filing
• Inter-departmental advice
• Fleet • Fraud Control Plan• IT infrastructure
• Maintenance • Packaged works
contracts• Planning processes• Quality assurance
system• Restructures /
reporting lines• Risk management• SAM Process• Service Level
Agreements• Space Information• Staff management• Tender procedures
QM & AR project areasQM & AR project areas• Accounting• Change
Management• Code of Conduct• Complaints
handling• COI Management
Plan• Information
management & filing
• Fleet • IT infrastructure• Risk management• Services level
agreements• Space information• Staff management• Tender
procedures
• Fraud Control Plan
• Inter-departmental advice
• Quality assurance system
• Restructures / reporting lines
• SAM Process
• Contractor management
• Maintenance • Planning
processes
Immediate use for R/B/BImmediate use for R/B/B
List of things to doColor code themThen do one black, one blue and
one red (and repeat)
List of things to doColor code themThen do one black, one blue and
one red (and repeat)
More change at UNSWMore change at UNSW
Paper’s have reported huge numbers of voluntary redundancies at UNSW
Requirement to tighten our beltsAll these tools are re-usable in the
new context
Paper’s have reported huge numbers of voluntary redundancies at UNSW
Requirement to tighten our beltsAll these tools are re-usable in the
new context
thanks for having me!thanks for having me!
questions?questions?
Tertiary Education Management Conference 2006
Lunch
Please reconvene at 2pm on Level 3, Ballroom A/ Ante (adjacent to the Trade Exhibition)