COMPETENCES
Labor competence is the ability to successfully respond to a complex demand or carry out an activity or task, according to performance criteria defined by the organization or productive sector.
method-of-the-kotter-model-of-management-of-change-in-8-stepsCompetencies encompass an individual's knowledge (Knowing), attitudes (Knowing Being) and abilities (Knowing How).
Know how to mobilize personal resources (knowledge, skills, attitudes) and the environment (technology, organization, others) to respond to complex situations.
Know how to be, or carry out activities according to explicit success criteria and achieving the expected results.
Know
How - Apply sociocultural knowledge, aptitudes and abilities (IE) in action.
TEAM SERVICE
The Quality Management Model of State Services
Set of practices that were defined as keys to the management of any public entity of excellence. Its design is based on the Chilean Management Model
Excellence, which was adapted to the uniqueness of State management to ensure its proper implementation at the service of users.
Concepts and Value Chain of Service Excellence
But, what is quality ?:
• CTC
• Justy Time
• Quality circles
• Improvement for improvement
• Search for Excellence
Concepts and Value Chain of Service Excellence
KAIZEN, or Continuous Improvement, has been identified as Total Quality, but rather KAIZEN is the umbrella that covers most Japanese practices including Total Quality, Just in Time and Quality Circles, etc.
Concepts and Value Chain of Service Excellence
KAIZEN is not a way of working, it is a way of living.
ADMINISTRATION & MANAGEMENT
The administration itself always includes five basic functions:
• Planning
• Organization
• Coordination
• Direction
• Control
Knowing that it is MANAGEMENT, then what is a Management Model:
The management model used by public organizations is different from the management model in the private sphere.
While the second is based on obtaining economic gains, the first brings into play other issues, such as the social welfare of the population.
CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT
PLANNING: It consists of setting the specific course of action to be followed, establishing the principles that must guide it, the sequence of operations to carry it out, and the determination of time and numbers necessary for its realization.
GENERAL CONCEPTS
CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT
PERFORMANCE EVALUATION: The performance of all members of the organization is evaluated in order to rate individual productivity and see what can be done to increase it.
WHAT DO THE ORGANIZATION'S GOALS INDICATE?
They indicate results and goals that the company must achieve in a given time and that provide the basic guidelines and guidelines towards which to direct efforts and resources.
What are Public Policies and what are they for?
They are a "set of objectives, decisions and actions that a Government carries out to solve the problems that, at a certain moment, the citizens, and the Government itself, consider as priorities"
A public policy supposes a program of governmental action in a sector of society or in a geographical space; It is not done in isolation but by drawing up a plan, that is, a problem is structured through the development of a program by introducing the rational element (element of order)
WHAT ARE GOALS?
They represent a relation of numbers in quantity and time operated, while the objectives are the guidelines at a general level. The overall objective should encompass both short and long-term goals in context.
The goals are interrelated with each other, to achieve the general objective, that is to say to achieve the objectives, it is necessary to achieve the goals.
GENERAL
CONCEPTS CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT WHAT IS A BUDGET?
They are programs in which figures are assigned to activities, referring to the flow of money within the organization. It involves an estimate of capital, costs and income. Budgets are an essential element when planning, their purpose is to determine the best way to use and allocate resources while controlling the activities of the organization in financial terms.
GENERAL
CONCEPTS CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT
WHAT IS A PROJECT?
It is a special set of activities that must be carried out within a period generally specified in the workplace.
GENERAL
CONCEPTS CONCEPTS ASSOCIATED WITH INTEGRAL MANAGEMENT
WHAT IS A PROCESS?
It is a set of consecutive activities ordered according to progress or added value contribution of the good or services to be delivered to a client.
Organizational change foresight and management
Prospective
Classical Organizational Theory, although it has evolved, observes a fundamental problem: it visualizes internal organization in divided areas and, the environment is also divided. In this way, organizations have traditionally framed themselves in organizational theories, which have visualized them moving as pendulum between what can be called the Organizational Structure (EO) - that is, the hierarchical power - and the Work Practice (PT) - that is, the way of doing the processes, the internal work systems, the productive life. we illustrate in Figure
Mental Structure (EM)
The classical organizational theories on which our organizations have been based, have fallen too short or have neglected not to visualize with greater emphasis the Mental Structure (EM) of the organization, that is, the organizational vision of the world. This weakness is the problem, because if we do not achieve changes in the Mental Structure of the organization, that is, in the organizational vision of the world, we will not be able to generate and guarantee significant changes in the
Organizational Structure (EO) and Work Practice (PT), that is, in the processes
The Systems Approach, which offers a basis for integration, by allowing the visualization of the total organization in interaction with its environment and the conceptualization of the relationships between the internal components or subsystems.
How have we come to change?
1.Economic Globalization.
2. The Intelligence Revolution
3. The Computer and Cultural Globalization.
UNIT 2
ORGANIZATIONAL
In the new world scenarios and trends, the fundamental thing will be the renewal of knowledge, flexibility, know-how and know-how to produce, the ability to change methods in a timely manner.
Therefore, learning never ends, it is a vital function that is done permanently and will be perceived as a necessity by the individuals themselves and their organizations, without the need to impose it on them.
In this context, theoretical knowledge will be replaced by real competence in practice.
This will generate profound changes in administrative approaches, concepts and practices.
Based on these new guidelines of organizational theory, Social Knowledge Management articulates some concepts and techniques such as:
- Organizational Knowledge,
- Organizational Learning,
- Socially Distributed Knowledge and - Competency Management
Holding that the main competitive advantage for current organizations is
organizational knowledge. But WHAT IS CHANGE?
To explain it well, we need to move to the level of knowledge offered by the metaphor of change that groups the different aspects of its conformation such as: 1. -As a manifestation of autotopoieis, 2. -As a network of reciprocal causality, and, 3. - As a process of dialectical change. And if we add to these the qualities of strategic foresight, we could have important organizational change management tools.
But, WHAT IS THE CHANGE?
1. -As a manifestation of autotopoieis,
2. -As a network of reciprocal causality, and,
3. - As a process of dialectical change.
And if we add to these the qualities of strategic foresight, we could have important organizational change management tools.
Autopoiesis in the strict sense is "the ability of systems to produce themselves." This statement is born from the biological point of view of living beings, but, if closely observed, it is applicable to any system and, therefore, a social phenomenon.
MATURANA AND VARELA DEVELOPMENT AND CHANGE
The prospect sees the development of the future with the following gaze:
I. The future is conceived as a multiple reality and not as a single reality because the action of man is always concretized by projects and desires and these can be continuations of trends and development of potential
DEVELOPMENT AND CHANGE
The prospect sees the development of the future with the following gaze:
II. Inertia decisions, change decisions or the appearance of potentialities are made by questioning the actors about their projects, the actors about their projects, desires and fears.
DEVELOPMENT AND CHANGE
The prospect sees the development of the future with the following gaze:
III. Development is the process aimed at seeking a better quality of life through the economic, social, cultural, political, scientific and technological well-being of a community, But development is a dynamic system and its manager is man himself and this affects the images of the future because man has tried to elaborate social reality in different ways.
DEVELOPMENT AND CHANGE
The prospective sees the development of the future with the following gaze:
IV. Development is a dynamic system because its elements (economic, social, cultural, political, scientific, technological) exercise interaction relationships.
But this conception is not static but dynamic, THE STRATEGIC PROSPECTIVE AND ORGANIZATIONAL MANAGEMENT
An organization of the third millennium must outline anticipatory processes with the assistance of all the actors involved in it.
In conclusion, strategic foresight as a management tool analyzes the possible evolutions of an organization or part of it, in a determined time horizon, taking into account the interactions it has with its environment (endogenous and exogenous), in order to best possible alternative, through the collective exercise where the wills of the organization's actors converge.
DEVELOPING A PRACTICAL METHODOLOGY TO ASSUME CHANGE
Kotter model of change management in 8 steps
For a small change in one or two processes or if you want to make a big change in the entire organizational system, it is usual to feel uncomfortable and intimidated by the magnitude of the challenge.
You know that change is necessary but you don't really know how to make it happen.
Where to start?
Who to involve?
Step 1: Create a sense of urgency
For change to happen, it helps that the entire company really wants it. Develop a sense of urgency around the need for change. This can help you awaken initial motivation to achieve movement.
What to do:
• Identify potential threats and develop scenarios that show what could happen in the future.
• Examine opportunities that should be or could be exploited.
• Start honest discussions and give compelling reasons to make people think and speak.
• Enlist the support of clients to reinforce their arguments.
Convince people that change is necessary. This often implies strong leadership and visible support from key people within the organization. Managing change is not enough. You also have to lead it.
You can find leaders of change within the company. To lead change, you must assemble a coalition or team of influencers whose power comes from a variety of sources, including their positions, status, experience, and political importance.
Step 2: Build a powerful coalition
Once formed, your “coalition” needs to work as a team, continually building the urgency and momentum around the need for change.
What to do:
* Identify the true leaders of your organization * Ask for an emotional commitment
* Work as a team in building change
* Identify weak areas within the team and make sure you have a good mix of people from different departments and different levels of the company.
Step 3: Create a vision for change
As you start to think about a change, there will probably be a lot of great ideas and solutions going around. Link those concepts with an overview that people can easily understand and remember. A clear vision can make everyone understand why you are asking them to do something. When people see for themselves what they are trying to accomplish, the directives given to them make more sense.
What to do:
• Determine the values that are fundamental to change
• Create a brief summary that captures “what you see” as the future of the organization
• Create a strategy to execute that vision
• Make sure your coalition can describe the vision in 5 or less minutes
• Practice your "vision statement" often.
Step 4: Communicate the vision
What you do with the vision after creating it will determine its success. Your message is likely to find strong competencies in daily communications within the company, so you must communicate it frequently and strongly, and include it in everything you do.
It is also important to "walk the talk." What you do is much more important - and credible - than what you say. Demonstrate the type of behavior you expect from others
What to do:
• Talk often about your vision for change
• Respond openly and honestly to people's concerns and anxieties
• Apply your vision in all operational aspects, from training to performance evaluation. Tie everything to the vision
• Lead by example
If you follow these steps and get to this point in the process of change, it is because you have spoken about the vision and built subscription to it from all levels of the organization. Hopefully, your people will want to deal with the change and reap the benefits you've been promoting.
But is there anyone who resists change? Are there processes or structures that are on the way?
Step 5: Clear the obstacles
What to do:
• Identify or take on new people who are leaders of change and whose primary roles are to make the change.
• Look at the organizational structure, positions, and reward systems to make sure they are in line with your vision.
• Recognize and reward people who work for change
• Identify people who resist change and help them see that they need it
• Take steps to remove barriers (human or not)
Step 6: Ensure short-term wins
Nothing motivates more than success. Give your company a taste of victory early in the change process. Within a short period of time (which could be a month or a year, depending on the change), you will have to achieve tangible results for your people. Otherwise, critical and negative people could hurt the process.
What to do:
• Look for projects of assured success, that you can implement without the help of those who are critical of the change.
• Do not choose early goals that are expensive. You want to be able to justify the investment of each project.
• Carefully analyze the pros and cons of each project. If you do not succeed in your first goal, it can entirely harm your initiative for change.
• Acknowledge the efforts of the people who help you achieve your goals.
Step 7: Build on change
Many change projects fail because victory is declared too early. Real change happens very deeply. Early victories are just the beginning of what needs to be done to make long-term change
Each victory provides an opportunity to build on what went well and determine what can be improved. What to do:
• After each victory, analyze what went well and what needs to be improved
• Set more goals to build on the momentum you have achieved Learn about Kaizen, the idea of continuous improvement
• Keep ideas fresh by adding more agents and leaders of change
Kotter Model of Change Management in 8 steps
Step 8: Anchor change in company culture
Finally, to make any change work, it must be part of the core of the organization. Corporate culture often determines what to do, so the values behind your vision must be displayed on a day-to-day basis.
Make continued efforts to ensure change be seen in every aspect of your organization. This will help give a solid place to change in the organization's culture.
Kotter model of change management in 8 steps
Step 8: Anchor change in company culture
What to do:
• Talk about progress whenever the opportunity arises. Tell success stories about change processes, and repeat other stories you hear.
• Include the ideals and values of change every time you hire and train new people.
• Publicly acknowledge the main members of your original change coalition, and make sure that the rest of the staff - new and old - remember your contributions.
• Create plans to replace key change leaders as they leave. This will help ensure that your legacy is not lost or forgotten.
Kotter model of change management in 8 steps
Key points:
You have to work hard to successfully change an organization. When you carefully plan and build a good foundation, applying change can be much easier, and your chances of success can be improved. If you are too impatient, and if you expect results too soon, you are more likely to fail.
Create a sense of urgency, gain powerful change leaders, build a vision and communicate it effectively, remove obstacles, create short-term successes, and build on change. If you do these things, you can help make change part of your organizational culture.
KOTTER MODEL OF CHANGE MANAGEMENT IN 8 STEPS
Change management
Organizational Personnel
First step to change, you can read this
Now Yes
- The organizations that will be most successful in the future will be those that are capable of quickly and effectively adopting fundamental, lasting, and system-wide changes. Change…
-The country
-Politicians
-My colleagues
-My friends
-My Neighbors
-My wife
-My children
-Professionals
Should I change?
One question: Are we human beings architects of our own destiny?
Yes
No
"Pedro's workshop"
- Pedro has a workshop, where they repair tires, three other people work with him. One day Pedro decides to buy three tools, special keys to repair tires.
- For many months, workers had to put in a lot of physical effort to repair the tires to customers, and the benefits of the keys today were obvious: faster service, less physical effort on the part of the mechanics, to name a few.
“Pedro's workshop”
-However, something very curious happened at the end of the first month, after the purchase of the three keys.
-At the end of the month: NONE OF THE THREE KEYS COULD BE USED BY A NEW MIND.
"THE WORKSHOP OF PEDRO"
-The first was destroyed by another team
-The second was bent and was no longer useful
-The third, a mechanic forgot to remove it from a customer's car, which never returned.
The mechanics' answers
-Pedro, I ask the three mechanics, how was it possible that in 30 days they lost and ruined three such expensive tools.
-The mechanics' response was:
"Yes, we screwed up and lost them, all that happened and maybe it wasn't just by accident."
Change management
Concepts:
- The Change aims to make things different.
- Intervention for Change is a planned action aimed at changing things.
- The person or persons who act as catalysts and assume the responsibility for directing change are called: agents of change
. Change me, for what?
-Today more than ever the client is right and the slogan is reduced to satisfying or perishing in the attempt.
-Globalization, information systems and consolidations (strategic alliances, mergers, etc.) have forced EVERYONE - from the CHIEF OF CHIEFS to the LAST EMPLOYEE - to dance the score of organizational change.
-Theories evolve permanently.
-It's not the big companies that eat the girls, it's the fast ones that eat the slow ones.
The Curve of Change
- The model of "The Curve of Change" has its origin in the work of Kübler-Ross (1971), through six stages:
- Denial, Anger, Depression, Fear, Negotiation and Acceptance.
- Later Jaffe and. Scott adapted Dr. Kübler-Ross's model to the process of organizational change, through four stages: Denial, Resistance, Exploration and Commitment, and created the "Curve of Change" model.
THE IMPROVEMENT CYCLE CONTINUES
THE CURVE OF CHANGE
- The objective: The curve of change is an instrument designed to guide people, groups and organizations to understand, accept and manage the process of change.
- It is mainly used in the early stages of change, or when resistance to change is significant.
- The ideal audience are individuals subject to a change that they did not initiate themselves.
To provide the best service requires...
- The best staff
- The best products or services
- Love for work
- Love for the customer
- Add something to your service…
- That “something” that makes it different and unique.
Steps towards change
- Fundamental Rights of Authentic Human Beings
- An authentic human being, by the mere fact of being one, has the following rights:
-To act differently than others would like him to act.
-To do things imperfectly.
-To ever be wrong.
-To think in your own and different way.
-To change your opinions.
Principles of change
- 1. Change is a continuous process and not an isolated event.
- 2. There is a progressive sequence of behaviors that must be experienced and mastered in order to adequately manage change.
- 3. Apparently harmful behaviors such as denial, apprehension, disgust, and resistance are normal and adoptive elements of the change process.
Possible Consequences of the Change
- Disorientation
- Confusion
- Uncertainty
- Stress
- Disorder
- Disorganization
The change curve consists of four stages:
-Denial, Resistance, Exploration and Commitment, which normally occur in sequence. However, it may also happen that the order is altered and even that there is a setback, also the speed of change may vary, with the final objective being to reach the stage of Commitment.
Stages of the change curve
The negation
- This stage occurs when people find out for the first time about a change initiative in the organization, frequently as a result of a rumor, or an unexpected official statement.
- Denial constitutes a defense against change, ignoring it or recalling past times of comfort and security.
- The fear of change does not emerge and is masked by a behavior of serenity and rationality, thinking that ignoring it will eventually disappear; on the contrary, postponing it will only aggravate the situation.
Denial Behaviors
- 1. Avoid the subject of change as much as possible.
- 2. Wait carelessly without taking initiative.
- 3. Act as if nothing is happening.
- 4. Perform only routine work.
- 5. Suppress curiosity and exploration outside of your work area.
- 6. Focus on small details and be picky.
- 7. Blame external agents and other people for the difficulties.
- 8. Questioning methods and data related to the change process.
Resistance
- When awakening from the Denial, the nonconformity arises, the disgust and the defensive attitude for the fear of the future are revealed. Characteristic of this stage is the sensation of loss of power, status, comfort, territory, relationships, antiquity and experience …… you step on fragile ground!
- Unlike the Denial stage, here the attitude of resistance to change is easily recognizable, however a dangerous situation arises when fighting change "behind the scenes" with a passive-aggressive attitude.
RESISTANCE BEHAVIORS
1. Why me?
2. What will happen to me?
3. Anger at the situation.
4. Questioning about the decisions made.
5. Complain permanently.
6. To think that it is impossible.
7. Feeling overwhelmed and depressed.
8. Refuse to follow the path.
9. Become apathetic and passive.
10. Feeling disabled.
11. “This is not going to work; they don't know what they are doing ”
12. It is not fair!
INDIRECT RESISTANCE BEHAVIORS
1.We have already tried it and it did not work.
2.We are very busy.
3. We must be very careful in this matter.
4.We need more information.
5.We are waiting for an initiative.
6.Of course we will.
RESISTANCE GROUP BEHAVIORS
1. Do not start a project.
2. Wait for guidelines.
3. Do not take initiatives.
4. Argue new ideas.
5. Destructive criticism.
6. To characterize the organization.
7. Talk about past failures.
8. Question management skills.
9. Show low morale at work.
10. Desires to do nothing.
EXPLORATION
- People enter the Exploration stage when they recognize and accept that change is necessary and important, and are prepared to carry out personal initiatives that help in the transition.
- They decide to do their best, learn new skills, feel stimulated by discovery and overwhelmed by everything they have to learn.
- Exploration is a transition between feeling change as a new threat and seeing it as an opportunity.
- In this stage, a lot of energy is released that needs to be channeled and focused, people change from personal contemplation to analysis of the environment.
EXPLORATION BEHAVIORS
-Energy profile.
-Search for new ways of acting and thinking.
-Try to learn and discover new possibilities.
-Wishes to solve problems.
-Create a vision of the probable future.
-Take risks and try new things.
-Generate ideas in abundance.
-Promote collaborative work.
COMMITMENT
- This stage is reached when people decide to accept the change and adopt new attitudes, after having gone through a learning process based on experimentation and, having achieved an ability to work efficiently in the new environment.
- Productivity is increased, a sense of mastery, relief, achievement and growth is acquired through change, there is no desire to return to the past and new forms such as the "status quo" are accepted.
- The way to celebrate success ranges from emotionless acceptance to a sense of pride and enthusiasm… change is now the norm and you feel empowered to face the next change initiative.
COMMITMENT BEHAVIORS
-Feeling of confidence and control.
-You feel comfortable in the face of change.
-New technical skills are quickly acquired.
-Awareness of the change process.
-Involvement to achieve the goals.
-Effective and effective work.
-It feels part of the results.
