Leading Organizational Change (LOC) continue

I discussed with my old friends whom are back-benchers of a political party. In our meeting we discussed about the change of management. It was a very lengthy discussion on various aspects. In summary, we have had discussed on the application of Sigmoid Curve. Was it the best time to make the change? I further discussed on the Strategic Pressure Point (SSP), in what specific factors that the change should take place in this political party. We were fully aware on the current political landscape in Malaysia right now, most of the people are not favorable with the current government. This political party should focus on the impact of SSP which are business strategy, organization structure, organizational capability, culture and coordinating system. We realized that the culture in this organization has been changed ever since its establishment. It is to the worst. It may relate to the organization structure and its coordinating system. The new incoming president wants to make the change. We will see the change management plan (CMP) later.

Leading Organizational Change (LOC) continue

This week is the school holiday. I took my leave and spend the whole week in my home town. I met with my friends to discuss and share our view on current political situation. I applied the LOC’s approach in identifying the strategic pressure points (SPP). Well, it seems that we have command views on the SPP. In the discussion we even go further discuss on went the change should take place. I tried to apply the Sigmoid Curve theory. We agreed that the political leaders should change. The change must be done in properly manner. I elaborated on analysis and change management plan (CMP). My friend agreed on the principle and approach. We acknowledge that in any change that has been conducted there is no proper CMP or in most of the cases the CMP is overruled in order to get the immediate result.

Leading Organizational Change (LOC) continue...

This week I was approached by a Human Resource’s personnel on implementation of the merit point system for non-executive staff. The implementation is separate exercise from the existing performance appraisal system. The system is measuring the productivity of each staff on their volume of work against time and quality. It is called TiVoQ. The trial run of the system is implemented in rush without their supervisors understand on the objective and approach of the system. They take it lightly on the important of the communication, communication, communication and communication. I advised her to look back on the eight steps of Kotter’s 8 change model. It still not too late.

Leading Organizational change (LOC) continue....

This week (2^nd to 6^th March 2009), a few changes have occurred in my company. What a coincident, it happen just after I came back from LOC’s class. During the management meeting, I voiced out the necessity of organization re-structure so that each department has clear focus on their business strategy. Furthermore, it will minimize unproductive personal and the redundancy function within the department.

I stated that the association of change with resistance and mentioned about eight steps of Kotter’s change model.

Ironically, at the end of the meeting my CEO instructed all Heads of Department (HODs) to organize a meeting to rationalize the departmental organization chart in order to reduce redundancy and each department has more focus.

We gathered on Tuesday (3^rd March 2009) to discuss on the organization structure. As expected, a lot of resistance to change in the very beginning of the meeting. After a few explanations and the organizational mapping were drawn, apparently the redundancy of function has surfaced out. Nearly two hours gone to address the issue. A few HODs seem upset on the move. After three hours discussion, we managed to drawn the consolidated organizational chart to be submitted to COE for his comment.