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OUTLINE
I. Definition of Terms
II. ADKAR Model III. Change Management Principles IV. Resistance to Change V. NEDA Experience
DEFINITION OF TERMS
Change Management:
It is a set of processes that is employed to ensure that significant changes are implemented in an orderly, controlled and systematic fashion to effect organizational change It is responsible for conducting a strategic review of its respective operations and organization to identify functions, programs and project which can be scaled down, phased out or abolished, or those which need to be strengthened
DEFINITION OF TERMS
Development Information Staff:
Tasked to develop an effective NEDA communication and advocacy program; produce and implement a client-oriented publications distribution program; coordinate an effective media relations program and maintain the NEDA Knowledge Center
DEFINITION OF TERMS
Rationalization Program:
It is a move to transform the Executive Branch into a more effective and efficient government
Resistance:
It is an expected reaction of any organization to some changes especially if the change introduced from the outside. This reaction can be pre-empted if we know the casual reasons
Sponsorship Planning
Measurement
Engagement Support Structure
RESISTANCE TO CHANGE
Lack of info about changes Protect vested interest and for convenience If no participation
NEDA EXPERIENCE
The Rationalization Program
Strategic shift in its mandate and functions Organizational structure recommends the creation of a 4th DDG CSO structure concentrates on reorienting decision-support On staffing pattern vacant funded positions and filled up positions be used as basis for revision Formulation of Implementation Plan/ Mitigation Plan/Communication Plan
NEDA EXPERIENCE
Implementing Rules and Regulations
Effectivity of the IRR of EO 366 4 October 2004 Organize a Change Management Team with a union or rank and file representative
NEDA EXPERIENCE
Proposed Organizational Structure of DIS Library Services Division
Director IV Director III Support Group
Multimedia Division
DIS Mandates/Key Results Areas/ Functional Review Existing Functions Proposed Function
NEDA EXPERIENCE
Justification for the Proposed Knowledge Resource Division
Maintains the NEDA Knowledge Center Performs not just the ordinary library functions Establishes a network of libraries and information centers Strengthens coordinative work with the NEDA Regional Offices Actively pursues its digitization process Takes charge of distribution program of NEDA publications and information materials Focuses on knowledge management
NEDA EXPERIENCE
Assessment of Knowledge Resource Division Functions
Dysfunctions, gaps and problems of its present function Clients/beneficiaries of outputs/service, e.g. Internal/External Measures by which Office/Staff can create added value for its customers Core functions presently performed and not performed Suggested ways to improve service delivery Relevance of the NEDA Knowledge Center in the Organization Rationale Action Plan Directions and Outlook
NEDA EXPERIENCE
Competency Job Profiling
By position
Qualifications (CSC QS and Preferred)
Job Outputs
Duties and Responsibilities Competency Requirements
NEDA EXPERIENCE
High Performing vs Traditional
TASKS
High Performing
Self-directed Vision focused
VS
Traditional
Boss-directed Function focused
Results based
Total quality Quantum leaps in productivity Continuous improvement Highest value added per employee Employees as knowledge workers Cooperation Coaching and leading management style
Time based
Pwede na, Good enough, Bolelah Static incremental changes Fixed quotas Lowest cost per employee Employees as non-thinking followers Its not my job Directing and controlling management style
NEDA EXPERIENCE
High Performing vs Traditional
SYSTEMS
High Performing
Lean (3-4 levels)
VS
Traditional
Hierarchial (5-15 levels)
Bureaucratic congiomerates
Fixed job descriptions Functional/simplifying work Boring lectures or no training Privileged information grapevine news Efficiency of present systems
Non-automated
Stockpiling
NEDA EXPERIENCE
High Performing vs Traditional
PARADIGMS
High Performing
Empowered Total responsibility Integrity and vision alignment
VS
Helpless Blaming
Traditional
Win Win
Abundance Trust welcomes change Diversity
Win Lose
Scarcity Fear resistant to change One best way
Optimism
Universal genius Customer centered World class Essence-based quality
Pessimism
Limited human capacity Production centered Parochial national Quality is externally imposed
NEDA EXPERIENCE
Responsibility Ladder
Celebrate
Achieve Results Solve It Own It Feel It See It
Line
Ignore/ Deny 1
NEDA EXPERIENCE
BE THE CHANGE YOU WANT TO SEE
Thank you!
NEDA EXPERIENCE
References
Bridges, William. Managing transitions: making the most of change. Reading Massachusetts: Addison-Wesley Publishing Company, Inc., 1991 Egan, Gerard. Change-agent skills B; managing innovation and change. San /Diego, California: University ASSOCIATES, Inc., 1988. Integrative Learning International (Phils.), Inc. Building high performing learning organizations. Quezon City: n.d. Management of change in Scientific organizations. Los Banos: Southeast Asian Regional Center for Graduate Studies and Research in Agriculture and the Research Management Center of the College of Economics and Management, UPLB, 1991 Proposed Rationalization Plan of the National Economic and Development Authority. Pasig City: [2005].