Business: <b>Implementation Procedures for Building Effective Management Systems: Phase IV</b>

Implementation Procedures for Building Effective Management Systems: Phase IV

Written by Chris Anderson

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Part One: Discovery

Part Two: Planning

Part Three: Development

Next Week: Re-Discovery

Before we discuss Implementation, let’s do a quick recap:

In Phase I we learned how your organization specifies repparttar 103368 project mission, objectives and effectiveness criteria. Phase II entailed setting requirements for project tools, budgets and schedules to manage your project. Phase III taught us about identifying and testing processes within repparttar 103369 system.

With all of that behind us, next it’s time to learn about learning.

Management Process

Implementing an effective management system is much like repparttar 103370 first day of school. When young children walk into that big new classroom for repparttar 103371 first time, repparttar 103372 effect can be intimidating, even overwhelming. New students are like blank slates: intelligent, capable, but completely untested and unschooled in repparttar 103373 challenges that lie ahead. By repparttar 103374 time repparttar 103375 final bell rings on their academic careers (many lectures, raised hands, and exams later) those same students have grown into talented experts in their chosen fields. The difference between "before" and "after" is training, testing, and time.

Management wants faster implementation of new Organizational Strategy. (Part II.)

Written by Mike Hayden

Management wants faster implementation of new Organizational Strategy. (Part II.) ============================================================

This week, I will continue repparttar discussion from last week's PVT, where we discussed four steps to introduce a new strategy. (http://www.SeniorManagementServices.com/pvt-96-faster-org-strategy.html)

To review last week, your organization works OK n0w. But, you've discovered that your whole operation is based on key irreplaceable people, tribal knowledge, and unconfirmed rumors. "Vanishing Technology" has become a terrible threat and stifles further growth.

N0w you have a new Strategic Objective ... a BIG IDEA worth working for. This means a bigg'er company, more products, and new markets. So, you design a new organizational strategy based on proven, scientific principles.

But, n0w you have a new problem. You're worried about how to introduce and implement your new strategy.

You know that your new organizational strategy (reorganization) will produce emotional stress, employee resistance and complaints. Will key people leave?

Should you bring in outsiders to fill new positions?

Can you implement your new organizational strategy quickly, effectively, and with certainty?

Last week, I suggested that you identify those who will be affected (positively and negatively) by your reorganization. These are repparttar 103365 people with whom you must meet privately. (Steps 1 & 2.) After that, you can pick your Introduction Date (Step 3) and final Changeover Date (Step 4).

N0w what!

What do you say in your meetings? What sort of materials do you need for your big "roll-out?" How do you make your big announcement? Can you make repparttar 103366 changeover date?

N0w, you must conduct your private meetings, prepare your introductory materials, make your announcement, and finally change over to your new strategy.

Your people will feel threatened by change. So, you will need to meet with all affected personnel privately and confidentially. Have them sign a Contractual Commitment (CC) BEFORE your announcement.

Cont'd on page 2 ==>