Changed plan eti revised

928 views

Published on

combined from Toothsie and Tong's slides

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
928
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Steps in a force field analysisDescribe the present situationDescribe the desired situationIdentify where the current situation will go if no action is takenList all the forces driving change toward the desired situationList all the forces resisting change toward the desired situationDiscuss & interrogate all of the forces : are they valid? Can they be changed? Which are the critical ones?Allocate a score to each of the forces using a numerical scale (e.g.1 is weak & 10 is extremely strong)Chart the forces. List the driving forces on the left. And list the restraining forces on the rightDetermine whether change is viable & progress can occurDiscuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strenght of the driving forces.Remember that increasing the driving forces or decreasing the restraining forces may increase or decrease other forces or even create new ones.
  • What is your vision for the change effort/Rationale for the vision
  • Discuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strength of the driving forces.
  • Discuss how the change can be affected by decreasing the strength of the restraining forces or by increasing the strength of the driving forces.
  • The best method of communication is for each manager to communicate a well-prepared change message and accompanying support material to their direct reports. This process should start at the top of the organization and be followed at each level. As a result, most people will first hear the change message from their boss and be able to ask questions, and then be forced to understand the message well enough so they can communicate it to their team members - and answer their questions. In this way, a single message and accompanying support material can be communicated throughout the organization.
  • Changed plan eti revised

    1. 1.
    2. 2. MixedNutz Productions<br />
    3. 3. Change Plan<br />
    4. 4. Fear of the Unknown Future<br />The Ear Technologies Story<br />
    5. 5. Ear Technologies<br />The Value of Listening<br />A Virtue of Obedience <br />
    6. 6. EAR TECHNOLOGIES PHILIPPINES INCORPORATEDest 2004<br />Corporate Officer<br />Chairman – Edwin M. Cosalan, MD<br />Pres/COO – Jerry Agerico B. Rosario, MD<br />Secretary – Sme Juancho Estrella, MD<br />Treasurer – Louie V. Medenilla, MD<br /> <br />Board of Director’s<br />Orlando Del Rosario, MD<br />Carlos Dumlao, MD<br />Julio Eming, MD<br /> Edgardo Pormento, MD<br /> Gerardo Mario Tolentino, MD<br /> <br />Member/Stockholders<br /> Loreto Balanon, MD<br /> Armando Bonifacio, MD<br /> Emily Estaris, MD<br /> Merla Floresca, MD<br /> Jose T. Jose, MD<br /> Florencio Jude, MD<br /> Ronnie Mamaril, MD<br /> Leonardo Mangahas, MD<br /> Bernice Padalla, MD<br /> Pedro Patao, MD<br /> Joecel Joyce Reyes, MD<br /> Mary Jane Tipayno, MD<br /> Frederick Mars Untalan, MD<br /> Zenaides Wi, MD<br />Ear Technologies Hearing Aid Center<br />Exclusive distributor of Siemens Hearing Instruments in Northern Luzon<br />Five (5) branches: <br /> Baguio City (SM City Baguio) 2004<br />Dagupan City 2005<br /> San Fernando, La Union 2006<br />Tarlac City 2007 (closed 2009)<br /> SM Pampanga 2008<br />Laoag City 2010<br />
    7. 7. The birth of Ear Technologies<br />
    8. 8. The FOUR Pillars of ENT North Luzon<br />
    9. 9.
    10. 10.
    11. 11.
    12. 12.
    13. 13.
    14. 14. Treatable Population<br /><ul><li>5% - 10% can be helped medically or surgically. (This would include cochlear implants.)
    15. 15. The remaining 90% - 95% can significantly correct their hearing loss with hearing aids. Hearing aids can not totally restore hearing, but they can make a big difference in improving the quality of life for people with hearing loss.</li></ul>Source: Better Hearing Institute (1999). Number of Persons Using Hearing Devices by Age of Person and Type of Device. (online). Available: http://www.betterheading.org/faq.htm (June 2, 2000).<br />
    16. 16.
    17. 17. Ear Technologies LAOAG<br />
    18. 18. Ear Technologies PAMPANGA<br />
    19. 19.
    20. 20. Ear Tech is really making money!<br />
    21. 21. So why the change…?<br />
    22. 22. Organizational Diagnosis<br />
    23. 23. Present situation at Ear Tech…<br />complacency<br />
    24. 24. Problems<br />NO MISSION / VISION<br />Purely came together for business<br />NO FORMAL ORGANIZATIONAL STRUCTURE<br />No clear delegation of duty<br />Operations controlled by self appointed COO<br />NO GOALS<br />NO CORE VALUES<br />NO STRATEGIC PLAN FOR THE FUTURE<br />for profit only<br />short sighted plans -(ex. tarlac branch)<br />
    25. 25. McKinsey 7S Framework<br />Shared values<br /><ul><li>Financial success ;
    26. 26. To be the major distributor of hearing aids in Northern Luzon</li></ul>Strategy<br /><ul><li>To setup satellite hearing aid centers in key areas in Northern to distribute and sell the product.
    27. 27. For profit orientation only</li></ul>Structure<br /><ul><li>Centralized operations managed by one board member</li></ul>Systems<br /><ul><li>System is controlled by one board member.
    28. 28. No defined systems of operations.</li></ul>Staff<br /><ul><li>Increase turnover rate.
    29. 29. High overhead cost.</li></ul>Style<br /><ul><li>Hierarchal, follows “seniority rule.”</li></ul>Skills<br /><ul><li>Available skills set of people, but under utilized because operations is managed by one board member.</li></li></ul><li>
    30. 30. Misalignment…<br />Environment is changing <br />
    31. 31. “I paved the way. Kung walaako, wala din kayo dito…”<br />“we are earning, we have enough money. That’s already ok..!”<br />“we are the first ENT group outside MM, tayo pa din angnauna..”<br />“what we’re doing now is effective, maintain..!”<br />The FOUR Pillars of ENT North Luzon<br />
    32. 32. vision for the change effort<br />
    33. 33. RATIONALE<br />COMPLACENCY <br />boards contented with profit<br />boards leave all operational duties to one; trusts the annual reports without verification efforts<br />URGENCY TO INSTITUTIONALIZE FOR THE FUTURE OF THE CORPORATION<br />for long term sustainability of the business<br />for potential growth and expansion<br />readiness for competition<br />
    34. 34. INSTITUTIONALIZE<br />Need to plan for the future of company’s sustainability <br />Need to re-establish and re-orient company to visualize their desired future state<br />Need to re-organize and re-engineer company systems (human and non-human)<br />Need to ensure succession of management<br />
    35. 35. vision for the change effort<br /><ul><li> What is your vision for the change effort/Rationale for the vision
    36. 36. Redefine organizational culture
    37. 37. Competitive business processes
    38. 38. Adaptive to the changing physical environment
    39. 39. Modify job design / responsibilities of staff
    40. 40. Standardized Staff skills / knowledge and policies / procedures
    41. 41. Maximum company benefits
    42. 42. maximize business potentials
    43. 43. Lead the untapped market
    44. 44. evolve to a different level in Ear tech’s their life cycle</li></ul>Decentralization & delegation of responsibilities<br />
    45. 45. vision for the change effort<br /><ul><li> Redefine organizational culture
    46. 46. Competitive business processes
    47. 47. Adaptive to the changing physical environment
    48. 48. Modify job design / responsibilities of staff
    49. 49. Standardized Staff skills / knowledge and policies / procedures
    50. 50. Maximum company benefits
    51. 51. maximize business potentials
    52. 52. Lead the untapped market
    53. 53. evolve to a different level in Ear tech’s their life cycle</li></li></ul><li>Need to plan for the future of company’s sustainability <br />Need to re-establish and re-orient company to visualize their desired future state<br />Need to re-organize and re-engineer company systems (human and non-human)<br />Need to ensure succession of management<br />
    54. 54. If no action is taken, Ear Tech will…<br />Other ENT doctors incorporated<br />
    55. 55. stakeholder analysis<br />
    56. 56.
    57. 57.
    58. 58. 4 Pillars<br />COO<br />ENT Board Members<br />Supplier<br />ENT Society<br />Customers<br />Other ENT/ New ENT <br />(non-members)<br />Staff<br />
    59. 59. Force Field Analysis<br />
    60. 60.
    61. 61. Force Field analysis<br />Hindering<br />forces<br />Driving forces<br />PRESENT<br />STATE<br />FUTURE<br />STATE<br />4 PILLARS<br />+5<br />RE-ORGANIZATION<br />RE-ORIENTATION<br />RE-ENGINEERING<br />URGENCY FOR <br />INSTITUTIONALIZATION<br />COO<br />+4<br />ENT Investors/<br />Other Board Members<br />+3<br />ENT Investors/<br />Other Board Members<br />+2<br />+1<br />STAFF<br />+1<br />CUSTOMERS<br />New ENT/non-members<br />Supplier<br />Total Driving Force: 3<br />Total Hindering Force: 13<br />ENT SOCIETY<br />
    62. 62. Desired PLAN for Ear tech (if and when)<br />Redefine organizational structure<br />Competitive business processes<br />Adaptive to the changing physical environment<br />Modify job design / responsibilities of staff<br />Standardized Staff skills / knowledge and policies / procedures <br />Maximum company benefits<br />maximize business potentials<br />Lead the untapped market<br />evolve to a different level in Ear tech’s their life cycle<br />
    63. 63. Forces driving change <br /><ul><li>1. increasing # of new ENT doctors
    64. 64. 2. increasing demand of customers
    65. 65. 3. tougher competition ahead
    66. 66. 4. Increase # of stores/branches
    67. 67. 5. New ENT doctors who are business oriented
    68. 68. 6. New technology
    69. 69. are they valid? Can they be changed? Which are the critical ones?</li></li></ul><li>Forces restraining change <br />1. poor communication channels<br />2. worn out business processes<br />3. increase staff turnover rate<br />4. obedience<br />are they valid? Can they be changed? Which are the critical ones?<br />
    70. 70. Is the change viable?Can progress occur? <br />YES!<br />
    71. 71. Driving forces vs restraining forces<br /><ul><li>Increasing number of new ENT doctors
    72. 72. Increasing client demand
    73. 73. Increase # of stores/branches
    74. 74. Tougher competition ahead
    75. 75. New ENT doctors who are business oriented
    76. 76. New technology</li></ul>-- encourage more ENT doctors to practice in the North! <br />-- more ENT doctors – more patients<br />--- convince the mngmt that there is competition soon!<br />-- other ENT doctors may set-up a similar business<br />-- convince them that new technology is easier & it increases sales!<br />
    77. 77. Driving forces vs restraining forces<br /><ul><li>Poor communication channels
    78. 78. High staff turnover rate
    79. 79. Has not been done before
    80. 80. Obedience!!
    81. 81. Encourage more meetings
    82. 82. HR training
    83. 83. New things are here to stay
    84. 84. Obedience is good; teamwork is better!!</li></li></ul><li> Interventions<br />What this is fundamentally & why?<br />How would you go about implementing your intervention<br />
    85. 85. Communication Plan<br /><ul><li> Key messages – materials that you might use & how you will be communicating your messages
    86. 86. when do you communicate?,
    87. 87. what do you communicate?,
    88. 88. how do you communicate?
    89. 89. will they still have a job after the change
    90. 90. will they maintain their rank,
    91. 91. will they have an interesting role, what will their future be? 
    92. 92. People will have new questions to be answered, and new ideas and understandings of the intermediate and final states will be developed. In response, people have to be kept up-to-date with actual and future states, and answers given to their questions.
    93. 93. Use of flowcharts
    94. 94. Provide feedback
    95. 95. Face to face communication
    96. 96. No emails, no memos
    97. 97. Do all your position or role descriptions have 'communication' as a key responsibility?
    98. 98. Do your managerial performance agreements or contracts include 'communication' as a key result area?
    99. 99. Are managers recognised for communicating well and counselled or penalised for not communicating?
    100. 100. Are staff at all levels encouraged and supported to give critical upward feedback?
    101. 101. Does your organisation see training as one of your key communication channels?</li></li></ul><li> Interventions<br /><ul><li>Communicate need or urgency for change to four pillars, other board members, and those who need to be informed of the planned change.
    102. 102. Find allies that will help in the change movement.
    103. 103. Lay a ground work of strategies for the change that the group can build on.
    104. 104. Team building of members, management, and staff.
    105. 105. Peer and management evaluations.
    106. 106. Staff reorientation of policies and staff training for better performance and customer service.
    107. 107. Do strategic planning.</li></li></ul><li>Communication Plan<br />SEND A CLEAR MESSAGE: Need to institutionalize for company sustainability. Why? Threat from competitors who can capture or overtake the company in the future due to its continued complacency.<br />Face to Face/ One-on-One Discussions<br />Board meetings<br />Focus Group Discussions<br />
    108. 108. FACE-TO-FACE/ONE-ON-ONE DISCUSSION<br />WHO: Four Pillars, Board Members who are considered MOVERS or SHAKERS<br />WHERE: Over dinner, over a round of drinks, over a camaraderie and bonding moment event<br />WHY: Can be powerful allies for the change<br />Strategic Approach: Empirical Rationale<br />
    109. 109. BOARD MEETINGS<br />WHO: All Board Members and Involved Management Members.<br />WHERE: Function Room/Board Room<br />WHY: To propose FORMALLY of the planned change<br />Strategic Approach: Empirical Rationale/ Normative Reeducative<br />
    110. 110. FOCUS GROUP DISCUSSION<br />WHO: Management staff and employees and other non-board member ENT doctors<br />WHERE: Clinics/Satellite clinics/Conventions/ Round Table Discussions<br />WHY: For feedback and evaluation of current practices, Eliciting suggestion for future improvement of company and its services<br />
    111. 111. MONITORING THE CHANGE<br /><ul><li> Public relations
    112. 112. % of press releases that are picked-up by media
    113. 113. Average number of media that pickup story per press release
    114. 114. Sales & Marketing
    115. 115. % of recected patents
    116. 116. Human Resources Training
    117. 117. % of training courses that match organizational requirements
    118. 118. % of training courses that match organizational requirements
    119. 119. % of HR budget spent on training
    120. 120. % of attendees at training sessions
    121. 121. % of employees who are willing to recommend company as employer
    122. 122. Documents
    123. 123. Average frequency of updates of documents
    124. 124. % of duplications/document variations
    125. 125. Corporate
    126. 126. % of directors that own shares in the company
    127. 127. Percentage of directors that own shares in the company.
    128. 128. Level of industry expertise of new board members
    129. 129. Frequency of senior manager branch tours
    130. 130. Demonstrates high priority to safety.
    131. 131. Key Performance Indicators (KPI of KPI’s)
    132. 132. % of KPIs that are automatically measured
    133. 133. % of KPIs that do not reflect business goals
    134. 134. % of KPIs within set objectives % of measured KPIs
    135. 135. Improvement & Innovation
    136. 136. Percentage of goals accomplished from most recent strategic plan.
    137. 137. Delay in production of financial reporting
    138. 138. Frequency of compliance reviews
    139. 139. Average number of quality checks vs. target
    140. 140. Percentage of strategic objectives achieved
    141. 141. Percentage of strategic objectives achieved within a given period. Depends on annual or pluri-annual management plan high-level objectives.</li></li></ul><li>MONITORING plan<br />Passing of Board Resolutions (for final decision) and implementation of resolutions.<br />Regular Board Meetings with specific goals stated in the agenda.<br />Key performance indicators for management staff and employees<br />
    142. 142. MONITORING plan<br />Succession plan<br />Closure<br />
    143. 143. MONITORING plan<br />INSTITUTIONALIZED CHANGE<br />Mission - Vision in place<br />Strategic Plans for Short and Long-term Goals<br />Formalized Organizational Chart<br />Defined Job Descriptions for Employees<br />MONITORING plan<br />
    144. 144. MONITORING PLAN<br />FEEDBACK<br />ITERATION AND UPDATING OF COMMUNICATION STRATEGY<br />EVALUATION MECHANISMS IN COMMUNICATION STRATEGY<br />PURPOSE OF COMMUNICATION VIS A VIS PHASE OF THE PROGRAM: obtaining buy-in, commitment to change, lessen resistance, reduce anxiety, ensure clarity of objectives, share information/vision, challenge the status quo<br />
    145. 145. SUMMARY<br />For ETI to be ready for the future, and to be a competitive institution, it should recognize the URGENCY for CHANGE through OPEN COMMUNICATION among board members and initiate the desired plan for change.<br />

    ×