Amity Business School

Managing Change
New Model of Managing
Vision communication
Clear, concise & easily understandable Memorable Exciting & inspiring Challenging Excellence centered Stable but flexible Implementable & Tangible

Specify Key Success Factors (KSF) Implementation Plan

Amity Business School

Managing Change
TEN COMMANDMENTS OF CHANGE
Analyze the organization & its need for change Create a shared vision and common direction Separate from the past Create a sense of urgency Support a strong leader role Line up political sponsorship Graft an implementation plan Develop enabling structures Communicate, involve people & be honest Reinforce & institutionalize the change

Amity Business School

Traditional versus Total Quality Human Resource Paradigm (table) (PLEASE SEE THE WORD DOCUMENT ATTACHED)

Amity Business School

Employee Involvement
Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation

Amity Business School

Key Idea
EI approaches can range from simple sharing of information or providing input on work-related issues and making suggestions to self-directed responsibilities such as setting goals, making business decisions, and solving problems, often in cross-functional teams.

Amity Business School

Advantages of EI
Replaces adversarial mentality with trust and cooperation Develops skills and leadership abilities Increases morale and commitment Fosters creativity and innovation Helps people understand quality principles and instilling them into the organizations culture Allows employees to solve problems at the source Improves quality and productivity

Amity Business School

Levels of Employee Involvement

LEVEL
Information Sharing Dialogue Special Problem Solving Intra Group Problem Solving Inter Group Problem Solving Focused Problem Solving Limited Self Direction Total Self Direction

ACTION
Managers decide and inform employees Managers get input and then decide Managers assign one time problems to selected employees Intact groups meet weekly to solve local problems Cross functional teams meet to solve mutual problems Intact groups deepen daily involvement in a specific issue Teams at selected sites function full time with minimum supervision Executives facilitates self management in an all team company

PRIMARY OUTCOME
Conformance Acceptance Contribution Commitment Cooperation Concentration Accountability Ownership

Amity Business School

Empowerment
Giving people authority to make decisions based on what they feel is right, to have control over their work, to take risks and learn from mistakes, and to promote change. A sincere belief and trust in people.

Amity Business School

Successful Empowerment
Provide education, resources, and encouragement Remove restrictive policies/procedures Foster an atmosphere of trust Share information freely Make work valuable Train managers in hands-off leadership Train employees in allowed latitude
9

Amity Business School

Key Idea
Meeting and exceeding customer expectations begins with hiring the right people whose skills and attitudes will support and enhance the organizations objectives.

Amity Business School

Training and Education

Quality awareness Leadership Project management Communications Teamwork Problem solving Interpreting and using data Meeting customer requirements Process analysis Process simplification Waste reduction Cycle time reduction Error proofing

Amity Business School

Key Idea
Customer needs and strategic directions should drive training strategies.

Amity Business School

Compensation and Recognition

Compensation
Merit versus capability/performance based plans Gain-sharing

Recognition
Monetary or non-monetary Formal or informal Individual or group
13

Amity Business School

Key Idea
Recognition provides a visible means of promoting quality efforts and telling employees that the organization values their efforts, which stimulates their motivation to improve.

Amity Business School

Effective Recognition and Reward Strategies

Give both individual and team awards Involve everyone Tie rewards to quality Allow peers and customers to nominate and recognize superior performance Publicize extensively Make recognition fun
15

Amity Business School

Motivation
Motivation - an individuals response to a felt need Theories
Content Theories (Maslow; MacGregor; Herzberg) Process Theories (Vroom; Porter & Lawler) Environmentally-based Theories (Skinner; Adams; Bandura, Snyder, & Williams)

Amity Business School

Key Idea
There is no such thing as an unmotivated employee, but the system within which people work can either seriously impede motivation or enhance it.

Amity Business School

Performance Appraisal
How you are measured is how you perform! Conventional appraisal systems
Focus on short-term results and individual behavior; fail to deal with uncontrollable factors

New approaches
Focus on company goals such as quality and behaviors like teamwork 360-degree feedback; mastery descriptions

Amity Business School

Key Idea
Performance appraisals are most effective when they are based on the objectives that support the strategic directions of the organization, best practices, and continuous improvement.

Amity Business School

Measuring Employee Satisfaction and Effectiveness

Satisfaction
Quality of worklife, teamwork, communications, training, leadership, compensation, benefits, internal suppliers and customers

Effectiveness
Team and individual behaviors; cost, quality, and productivity improvements; employee turnover; suggestions; training effectiveness

Amity Business School

Key Idea
HR measures allow companies to predict customer satisfaction, identify those issues that have the greatest impact on business performance, and allocate appropriate resources.