Atmpos Strengthening By Believing

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This document outlines a proposed 6-month plan to establish national ATM standards for suburban communities in Indonesia. The plan involves mapping existing ATMs, standardizing procedures for placement, training, signage and technical issues. Performance will be measured and monitored against service level agreements. The plan aims to reward high performing ATMs and replace poorly performing ATMs to improve reliability, service quality and customer experience with ATM usage.

Business

ATMPOS Strengthening by Believing A phase to be a National ATM Standard for Suburban Community Prepared by Dedi Nurfalaq

Changing Is Believing ,[object Object],[object Object],Bill Payments || Transfer || Top Up Voucher ||, etc Place; People Reliability Hospitality & Service Quality Features

Working Phase ,[object Object],[object Object],[object Object],[object Object],2 Month 5 Month 5 Month 6 Month

Mapping and Fact Finding ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Standardization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Measuring and Monitoring ,[object Object],[object Object],[object Object],[object Object]

Reward and Punishment Mechanism ,[object Object],[object Object],[object Object],[object Object]

Leading Organizations – Bigger Challenges The organization chart may be useful in determining who to call when you are going to be late for work, but job responsibilities change far more rapidly than organization charts. Matrix organizations create another layer of complexity. Communication is one of the top reasons that teams do not achieve their goals, and the communication links between important stakeholders may not even be shown on a traditional org chart, as is the case with suppliers, alliance partners, and customers. As a result, leaders may find themselves responsible for teams of people who do not report to them. A directive approach in these circumstances works even less well than it does with subordinates where there is a reporting relationship. Leading effectively in these circumstances requires a disciplined framework for generating results predictably and repeatedly. Technology and process excellence will only get you so far. Ultimately it is the people who make an organization successful, and successful organizational leaders must master the three “P”s – Product subject matter knowledge, Process excellence, and influential People skills. Identifying roles and responsibilities separate from position or title is a start. Creating a mutually beneficial purpose, compelling vision, clear mission and shared values that bring the various stakeholders together to collaborate in achieving the goals is essential. What gets measured is what gets done. Progress toward success must be monitored and measured, then shared with all relevant stakeholders. The five one-page tools presented in this module can make all of this manageable without unnecessary bureaucracy.

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