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CHANGE MANAGEMENT:NEDA EXPERIENCE
Presented byMs. Florina G. Don-Santos
OUTLINE
I. Definition of Terms
II. ADKAR Model
III. Change Management Principles
IV. Resistance to Change
V. NEDA Experience
VI. High Performing vs. Tradition
VII.Responsibility Ladder
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
Change Management Team:- 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
National Economic and Development Authority:
- The country’s highest socioeconomic development planning and policy-making body
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
THE ADKAR MODEL
Awareness
Desire
Knowledge
Ability
Reinforcement
CHANGE MANAGEMENT PRINCIPLES
Sponsorship
Planning
Measurement
Engagement
Support Structure
RESISTANCE TO CHANGE
• Lack of info about changes• Protect vested interest and for
convenience
• Losing group affiliation
• If no participation
• Time is too short
• Too complex• If reminded of past failure
• Feel inadequate with the requirements of change
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
DIS Mandates/Key Results Areas/ Functional Review
Director IV
Director III
Public Relations Division
Multimedia Division
Knowledge Resource Division
Support Group
• 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
Identification of interventions: training needs assessment
NEDA EXPERIENCEHigh Performing vs Traditional TASKS
High Performing VS Traditional
Self-directed Boss-directed
Vision focused Function focused
Results based Time based
Total quality “Pwede na”, “Good enough”, “Bolelah
Quantum leaps in productivity Static incremental changes
Continuous improvement Fixed quotas
Highest value added per employee
Lowest cost per employee
Employees as knowledge workers
Employees as non-thinking followers
Cooperation “It’s not my job”
Coaching and leading management style
Directing and controlling management style
NEDA EXPERIENCEHigh Performing vs TraditionalSYSTEMS
High Performing VS Traditional
Lean (3-4 levels) Hierarchial (5-15 levels)
Independent business units Bureaucratic congiomerates
Self directed work teams Fixed job descriptions
Cross functional/enriching work Functional/simplifying work
Integrative training approach Boring lectures or no training
Open information – IT linked Privileged information – grapevine news
Reengineering of process Efficiency of present systems
Computer-linked to customers and suppliers
Non-automated
Just-in-time operations Stockpiling
NEDA EXPERIENCEHigh Performing vs TraditionalPARADIGMS
High Performing VS Traditional
Empowered Helpless
Total responsibility Blaming
Integrity and vision alignment Segmentation and disconnectedness
Win – Win Win – Lose
Abundance Scarcity
Trust – welcomes change Fear – resistant to change
Diversity One best way
Optimism Pessimism
Universal genius Limited human capacity
Customer centered Production centered
World class Parochial – national
Essence-based quality Quality is externally imposed
NEDA EXPERIENCE
Responsibility Ladder
See ItFeel It
Own ItSolve It
Achieve Results
Celebrate
Above the Line
LineBelow the Line Blaming
4No time/ I’m Busy
3
It’s Not My Job
2 Ignore/ Deny
1
No money/ No Budget
8
Wait & See7
Cover My Tail/Protect
My Turf6
Confusion/ Tell Me
What To Do5
“Durian” Victim
Cycle (DVC)
NEDA EXPERIENCE
“BE THE CHANGE YOU WANT TO SEE HAPPEN, INSTEAD OF TRYING TO
CHANGE EVERYONE ELSE”
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].
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