Nurturing Professionals With High Moral Values

Quality and Change Management

GMM 6233 Lecture 3

Assoc. Prof. Dr. Mohd Fuad Mohd Salleh January 2012

Nurturing Professionals With High Moral Values

Change Method
Adaptable Methods
- Used for variety of purposes (planning, structuring, improving) - Uses principles and practices that adapt to varying needs.

Planning Methods
Essential for successful A road-map that guides change Help people in organizations shape the future together Sets strategic direction and core identity through activities (selfanalysis, exploration, visioning, value clarification, etc..)

Structuring Methods
- Organize the system to create desired future - Rely on effective plan and result
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Nurturing Professionals With High Moral Values

Change Method
Improving Methods
- Empowerment building partnership to overcome barriers - Changing the behavior of people.

Supportive Methods
- Refers to practices that enhance efficacy of other change methods - Enriching methods to satisfy unique taste of clients - Weave into and become permanent elements of other methods

Nurturing Professionals With High Moral Values

Packaged
P - rogram, initiative or series of events
- aimed at moving the organization towards a stated vision or strategic aim. - provide a framework through which to introduce change.

The Program
Business process re-engineering (BPR) Redefining the processes within the organization to make them more efficient and effective. Lean manufacturing Aimed at manufacturing organizations, the intention is to eliminate wasteful processes and make the organization more cost effective.
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Nurturing Professionals With High Moral Values

The Program
Six Sigma Championed by organizations such as General Electric, Six Sigma denotes a practically defect-free process (sigma is the Greek word for defect). Used by manufacturing industries and increasingly by service industries to eliminate process error. Total quality management (TQM) A methodology again pioneered in manufacturing industries for improving the quality of organizational output. Business excellence model A model of organizational excellence (also referred to as EFQM) against which businesses can benchmark themselves. Popular among public sector and private sector organizations
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Nurturing Professionals With High Moral Values

The Model
Leading Transition - Internal (psychological reorientation that people have to go through before the change can work) - Longer time because it requires people undergo three separate processes:

Nurturing Professionals With High Moral Values

Leading Transition
i) Saying Goodbye - let go of the way it used to be - not only personal preferences - the whole experience - sense of identity - the reality used to be

Nurturing Professionals With High Moral Values

Leading Transition
ii) Shifting into Neutral (2nd. difficult phase) Natural zone is - full of uncertainty - confusion - unconfortable - required for success the organization and the people spent some time in it. - creativity and energy of transition emerged - where transformation takes place
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Nurturing Professionals With High Moral Values

Leading Transition
iii) Moving Forward Requires people behaving in new way - disconcerting puts sense of competence and value at risk - peoples hang back to see how others handles the new beginning.

Nurturing Professionals With High Moral Values

Real World Example

Compaq vs. IBM Eckhard Pfeiffer, CEO (1991 1999) - Planned to make Compaq the No. 1 US PC makers by 1996. - Fifth in 1991 (selling only of IBM) - Strategy is ship more boxes - 1994 (2 years ahead of plan) overtook IBM - market value increased from USD2 bil to USD42 bil. in 1997.
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Nurturing Professionals With High Moral Values

Thank You.
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