lecture_planning, guiding coalition-global

7/31/2019 Lecture_Planning, Guiding Coalition-global

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By:

Zahid HussainMS-Total Quality Management

Lead Auditor 5-SIRCA Lead Auditor ISO-9001-2000IRCA Lead Auditor ISO-14000-2004

IRCA Lead Auditor OHSAS 18000-2007

B. Sc Engineering (Chemical)PCBAUCP

SESSION -6


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The human mind is like aparachute; it only works when it is

open


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It is normal practice to separate the activities ofplanning change from those of implementing it Those who plan traditionally have higher status than

those who implement it The logic behind this is that the two activities

depend upon different skills and many managersspecialize just in one.

Unfortunately change efforts organized in this wayare prone to communication breakdown, end-goalmisunderstanding and failed aspects ofimplementation.

Change initiatives succeed when they are based onthe current realities;

Proposals and suggestions which overlook staffing


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It is an outline of specific actions, setwithin a time-frame. It includes the names

ofindividuals responsiblefor these actions,describe how activities will be monitoredandsets criteriafor the completed project


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The process of examining an ideas strength, weaknesses,opportunities and threats is called SWOT

The questions to be addressed are:o What actions does this issue require?

o What details must be included?o How should this be communicated? To whom?o Who is responsible? To do what? By when?o How is action to be monitored?

The answers to these questions become the basis of a plan

for change Those features of the goal which refer to internal mattersare

assessed as strengths or weaknesses. Those resulting fromexternal forces are considered to pose opportunities or

threats Each reco nized stren th, weakness, o ortunit and


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Have a clear statement of the current situation Have a clear aim Reflect the resources available Detail the tasks to be carried out, whose

responsibility they are, theirpriorities and deadlines. Explain control mechanisms that will alert the

manager to difficulties in achieving the plan. Plan forcontingencies, so that a rapid and effective

response may be made to crises, perhaps at a timewhen you are confused following a set-back.


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Involve people affected by the plan to gain their support Explain why the plan is being carried out Sell & resell the benefits to everyone involved Ensure that the required resources are available and

remain available As far as possible keep to existing ways of doing things.

This avoids unnecessary disruption. Build in milestones and review progress. This helps to

keep a sense of movement in the plan, and allows

achievement to be rewarded Keep It Simple and Straightforward Keep the plan flexible Consider transitional arrangements - how will you keep

things going while you implement the plan?


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Detailed planning is the process of working out the mostefficient and effective way of achieving the aim that youhave defined. It is the process of determining who willdo what, when, where, how and why, and at what cost

Identifying Key Activities Prioritizing Activities

Control Mechanisms:reporting, quality assurance,cost control etc

Plan evaluation, cost/benefit analysis, risk analysis etc

Assessing impactof plan on issues like ethical issues,shareholders, employees, customers, suppliers,

environment, public relationing.


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Todays Business Environment Demands more large scale change via new strategies,

reengineering, restructuring, mergers, acquisitions,downsizing, new product or market development, etc

Decisions Made inside the Firm Are Based on bigger, more complex, more emotionally

charged issues

Made more quickly Made in less certain environment Require more sacrifice from those implementing the

decisions


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A New Decision- Making Process Is required because no one individual has

the information needed to make all majordecisionsor the time and credibility needed toconvince lots of people to implement thedecisions

Must be guided by a powerful coalition thatcan act as a team


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Position Power: Are enough key players onboard, especially the main line managers, sothat those left out cannot easily block progress

Expertise: Are the various points of viewrelevant to the task adequately represented sothat its pronouncements will be taken

seriously Credibility: Does the group have enoughpeople with good reputations so that itspronouncements will be taken seriously

Leadership: Does the group include enough


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Two types of individuals should beavoided in a coalition:o The first with egoso The second are people who create mistrust

(snakes)

Another type of individual - the reluctant

player


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Change often starts with two or threepeople

Group grows to six in small firms In bigger enterprises, twenty to fiftypeople may become part of the coalition


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Trust is the basic component of ateamwork

Trust is absent in many organizations,because:o People who spend their careers in a single

department are taught loyalty to their

immediate group and distrust motives of otherso Lack of communication and other factors

heighten misplaced rivalryo When such people get together for change

effort teamwork rarely comes easily


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Find the right people:o With strong position power, broad expertise and

high credibilityo With leadership and management skills especially

the former

Create trusto Through carefully planned off-site events like

excursions involving physical activitieso With lots of talk and joint activities

Develop a common goalo Sensible to the headoAppealing to the heart


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A team approach works best when a facilitatorencourages the group to analyze their goal so thatthey separate each of its features

Team suggestions are written on a flip chart paper

and hung on the wall for the team to see These are converted into strengths, weaknesses,opportunities and threats

These are then given to each team member to

answer The team then brings their sheets to follow upmeeting for further discussion

This approach yields maximum contribution of new

ideas for development of action steps


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QUESTIONS

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