6 Management Strategies For Organizational Change Success

Human beings tend to resist anything they view as stressful, and let's face it, organizational changes are about as stressful as it can get!

For most of us, familiarity with our surroundings, our relationships and our working environment allows us to reside safely inside our comfort zone. And comfort equals security.

Management

But when our comfort zone is detonated by changes in management or organizational systems, we implode, seeking the shelter of our innate desire to resist, at all costs.

6 Management Strategies For Organizational Change Success

Changes that occur outside of our control force us to adapt to new rules, new systems and new policies which can, at the outset, make us feel uncomfortable and insecure.

However, a responsible and responsive management team can intercede before staff resistance spreads like the plague and threatens the smooth transition of organizational changes.

Effective team leaders acknowledge and understand that it is a basic human instinct to react to change with resistance, even though staff may fully comprehend the reasons why changes in the organization are vital to its existence and growth.

6 Management Strategies to Avert Resistance

1. A clear outline - Discomfort and insecurity arises when staff are not made aware of the policies, principles, guidelines and structure of intended changes. Every employee needs to know how his/her position will be affected and what his/her role requires.
2. Commitment -Implementation of organizational changes will not occur smoothly if everyone - from the CEO to the office clerk - is not committed to the project and its successful outcome.
3. Advocacy - Each member of an organization who may be affected by the impending changes must be given the opportunity to express his/her opinion.
4. Responsibility - It is the role of the team leader to ensure that each employee who is responsible for a component of the change strategy is held accountable for his/her actions in implementing the changes required.
5. Acknowledgement - Evaluation and acknowledgement of the success of the change strategy at regular intervals ensures its smooth implementation.
6. Flexibility - Management needs to adopt a flexible approach to each stage of development of a change strategy so that unforeseen contingencies can be implemented, if and where necessary.

It only takes one irresolute employee to destabilize an entire workforce, so periods of internal change within an organization require management to stay vigilant for any signs of rumblings or disapproval.

Long-standing employees can feel betrayed and rejected when changes are announced by management. They often experience a sense of loss, confusion, frustration and job insecurity. The plan for job advancement they have often calculated appears to be shot to pieces.

So they react with denial and resistance to the imminent changes.

Management's ability to recognize these patterns of behavior and work to overcome any resistance establishes how well they will accomplish organizational changes. Their willingness to invest in the support and training necessary is an integral factor in achieving a positive outcome.

Employees aren't the only ones who have to adapt to changes within the organization.

Top level managers generally bear the brunt of discontented staff from the ground up. Senior managers who have been instrumental in bringing about the changes within the organization often underestimate the impact those changes will have on their employees.

Unrealistic expectations of how their staff will react (or over-react!) often causes top level managers to retreat and isolate themselves from the problem when the impact of their proposed changes filter back to them.

However, they tend to lay the blame at the feet of middle management if employees resist or complain about the changes.

Middle management tend to carry the most stress during times of organizational change. They feel "trapped", unless they have exceptional leadership skills; besieged by resistant employees who look to them for guidance yet often denied direction and focus by top level management.

Those in middle management often find themselves acting as the arbiter during times of organizational upheaval.

However, organizational changes within a business often prove to be a suitable testing ground for leadership qualities; from the employees all the way through to top level management.

Those who possess the qualities that define a good leader often emerge during the stressful environment that usually accompanies change. This creates an ideal opportunity for potential leaders to display those qualities and be recognized accordingly.

6 Management Strategies For Organizational Change Success

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9 Tips For Management Success - Skills Necessary to Be an Effective Boss

Would you like to improve on your management skills? Whether you are a business owner, an executive, mid level manager, or beginning supervisor you can develop your skills which will increase the productivity of many of the people who report to you. Though simple in concept, these skills may require practice and dedication to master, unless you are a "natural" manager. (Even "natural" managers can improve their skills, and if you are a "natural," you already know that you can be even more effective.)

Working with people requires interpersonal skills that can come more easily to some people than others. Especially if you have been promoted because you have great technical skills and experience, you will want to avoid becoming a victim to the "Peter Principle." The definition of the Peter Principle is as follows...

\"Management Concept\"

The theory that employees within an organization will advance to their highest level of competence and then be promoted to and remain at a level at which they are incompetent.

[After Laurence Johnston Peter (1919-1990).]

The level of incompetence suggests that people will rise to a level of management that they are untrained to do with success. Managing other employees with skill and competence is often the level that proves most difficult.

To become a successful manager requires certain awareness and then specific skills at communicating, motivating, time management, effective delegation, training, hiring winners, personnel evaluation (or appraisal), self-awareness, and healthy self-confidence. You can neglect any of these qualities/skills and still get by as an average or poor manager or you can confront the personal challenges and develop into a good boss and successful manager. Good, to great, interpersonal skills will help a lot but not everyone has these skills when are getting started in managing.

To become skillful, you first have to realize that may not be perfect and that you would be willing to make positive changes to some deeply held beliefs or habit patterns. Sometimes we have to "unlearn" habits or techniques that we have used, or seen used by our parents, teachers, ex-bosses, or mentors. As an example, have you ever seen a frustrated parent or manager yelling emotionally in an upsetting moment. There may even have been violence or intimidation expressed and you realize that in the modern world of work, this is not acceptable as a motivating or guiding management concept. These explosions of emotion may work once or twice, in the "short term," but will not work effectively for long term success. "Explosions" tend to damage relationships and may require too much time and energy to repair, which can be very difficult to do if your employment has been terminated.

There can be frustrations in interpersonal interactions, however, but appropriate managing in these difficult situations is what sets the great managers apart from less prepared, less successful managers.

1. Your personal motivation to be open to change and the desire to become a great manager is essential.

2. Self-awareness regarding your strengths, and more importantly, your challenges (your flaws/weaknesses) is very important. It is best to know, and understand, your own style of communication, your own motivations, and the difference in the styles and motivations of the members of your team so that you can communicate with, and then motivate, all team members most effectively.

3. Your abilities to communicate can be developed and enhanced to allow you to manage more effectively. Especially important is the ability to listen and the patience to really understand what you are hearing from your communication partner. (Do not rush to respond. Show respect and draw your partner out until you can clearly re-state what they are attempting to communicate.)

4. Negotiate a fair resolution, where possible. Rally your communication partners allegiance to your mutually agreed upon solution. Set a reasonable and verifiable timeline for accomplishment of the goal or project. "Clearly prioritize" the efforts of the project, the team, and each individual's role in the project.

5. Offer support (and mentoring) along the way, without micro-managing along the way. Positive feedback and, most importantly, plenty of positive recognition (and celebration) for positive movement and ultimately for success will be worth your time and effort.

6. Show respect and try to see your partner's point of view without overtly judging. Good delegation tolerates solutions that may follow a different path than you might have chosen. Though taking responsibility for their decisions and actions can be a very important step by your employee and should be discussed in the planning (job description) phase of the delegation process. (It is best, where possible, to allow for creativity by your team members.) Find ways to get your people to "fall in love" with your project, and hopefully, your company by allowing creative input into the project development process.

7. Clarity is important and should include the "big picture" of what is desired for long term success of your organization and how all of your individual team members will fill the necessary roles to accomplish the objectives of the project at hand. (Everyone needs to know their roles and their value to the project.)

8. Honor and acknowledge as many individuals, and of course the team, as often and as much as possible. This is especially true when deadlines are tight, team work is good, and creative solutions are developed. Rewards and acknowledgment do not always have to be in financial rewards (though team members who are high "Utilitarians" will require appropriate remunerations or other forms of compensation for their successful work.) Not everyone is motivated, solely, by money. This is where knowing your people will work as a successful retention strategy. Be creative in providing recognition and rewards.

9. You need to really care! Care about your team. Care about the project. Care about the company/organization, if at all possible. Your team will know if you do not "really care" and they will treat the project in the same way they see (or feel) their manager's level of commitment.

If you find that you require clarification on any of these tips or could benefit from coaching to enhance your skills then find the best coach, trainer, or mentor to get you to the level you require. Do not think that you have to "re-invent the wheel" or figure it all out on your own, get feedback and assistance. Recognizing where you require assistance is the most important step you can make toward your eventual success. People who do not know how to ask for help are often the ones who do not reach their full potential. If your organization does not support you in your quest for improvement then consider doing this for yourself and possibly exploring other more supportive and empowering organizations.

Many managers have great technical: training, experience or skills, but have not been coached or mentored as managers. If you are looking for coaching or management development, please consider the Professional Management Coaching Program for manager skills training.

9 Tips For Management Success - Skills Necessary to Be an Effective Boss

L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Success & Executive Coaching and Training.

Please visit the Stress Education Center's website at Stress, Stress Management, Coaching, and Training for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (360) 593-3833.

If you are looking to promote your training or coaching career, please investigate the Professional Stress Management Training and Certification Program for a secondary source of income or as career path.

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Project Management - 5 Steps to Writing a Project Scope Statement Which Ensures Project Success

Writing a succinct and accurate Project Scope Statement is one of the hardest tasks in initiating a Project. It may not seem so at the time. In fact at first glance it appears to be simplicity itself. However beware. Get this section wrong in the Project Initiation Document and you will be well on the way to the dreaded Project Failure.

So why is this section so problematic? After all it just consists of three sections in which the Project Manager defines the scope of the Project. These are; Proposed Solution, In Scope and Out of Scope.

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Now many Project Managers think that the vaguer this section is the better. After all at the initiation stage it is usually still unclear what the project is able to deliver, because Business Requirements haven't been documented yet. But the problem is that by doing this you are simply storing up numerous problems for the future.

For example, well meaning Business Stakeholders have a knack for changing their minds once the project initiates. By that I mean they keep demanding you deliver more functionality, but of course for the same budget and to the same timeframe. Unfortunately since the scope of the Project within the Project Initiation Document is vague, it's virtually impossible for the Project Manager to insist that deliverables for the project have changed. It then becomes an uphill battle to fight against the constant scope creep.

To stop you getting into that position there are 5 steps you should follow. These are:

1. Insist on proper Business Stakeholder input from Day 1. Yes they will kick and scream but if the project doesn't deliver, it's your reputation on the line.

2. Ask the Business Stakeholders to tell you what they think the Project is delivering. Do this individually as it will make it clear where the differences of opinion are.

3. Once you have the high level information, move down into the detail of the deliverables. At this stage get the input of the Business Analysts and Development Teams so you can quickly clarify what is achievable in the timeframe.

4. Remember that what is Out of Scope for the project is possibly even more important than what is In Scope. So don't overlook it.

5. When you have completed writing the Project Scope Statement, remember to pass it by the Business Stakeholders first, for their comments and feedback. Once you have their buy in, your project stands a good chance of delivering.

Of course there is much, much more, but at a high level, following these steps will give you a chance of not falling at the first obstacle in the project lifecycle.

Project Management - 5 Steps to Writing a Project Scope Statement Which Ensures Project Success

Susan de Sousa provides additional tips on how to complete the vital Project Scope Statement and deliver this by writing a Project Scope Statement in a Project Initiation Document.

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Tracking Success With A Goal Tracking Chart

Creating a goal tracking chart is as simple as drawing a basic grid or table. Create as many vertical columns as you have goals to include, and include a horizontal row for every sub-goal or milestone you wish to divide your goals into, plus one row on top for your "Finish By" date and one row below for your goal heading or title. [Hint: Creating a goal tracking chart poster-sized on inexpensive and brightly colored poster board ensures visibility and accountability!]
Complete and use your chart according to the instructions below:
1. Place the name of one goal, or a major section of a larger project goal, in the row of boxes at the bottom of the chart.
2. In the row of boxes at the top of each chart, in the appropriate column above each goal or goal section, place the deadline for that goal, if applicable.
3. Break down each goal or goal section into individual steps that make sense for each one (pound loss intervals for a weight loss goal, steps for completing and sending off a college application, action steps that make up a project phase, etc). Fill in the boxes in each column between the goal title and the finish date with stages involved in meeting that goal, starting with the first step in the lower-most square, just above the goal heading or title, and working your way up to the deadline. Use as many or as few boxes as you need.
4. Cross out, color in or place a sticker, etc., in each goal-step box as you complete that step. By placing several related goals on one chart, you can track whether or not one goal is getting the lion's share of your attention, and you can eliminate worry over forgetting about less vital, but still important, goals in the flurry of day-to-day life.
Large projects can easily be managed using the goal tracking chart by grouping all of the goals specific to each phase of the project together on separate charts. This way, you can ensure that all project goals are met in a timely manner, and the project as a whole is completed smoothly and efficiently, with no forgotten stepping-stones or bottlenecks.

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Tracking Success With A Goal Tracking Chart

(c) Soni Pitts

ABOUT THE AUTHOR

Soni Pitts is the Chief Visionary Butt-Kicker of SoniPitts.Com. She specializes in helping others reclaim "soul proprietorship" in their lives and to begin living the life their Creator always intended for them.

She is the author of the free e-book "50 Ways To Reach Your Goals" and over 100 self-help and inspirational articles, as well as other products and resources designed to facilitate this process of personal growth and spiritual development.

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Role Of Customer Service In Success Of Business

Business success is dependent on a variety of factors -

a realistic business idea, a well thought-out business plan, an appropriate marketing strategy and great customer service are amongst the top ones. While customer service is a part of marketing, it can be segregated as a separate field on its own. It's important to define the term customer service before we proceed. Customer service includes all aspects of interaction with a customer and speaks to the organization's image in the mind of a customer.

\"strategic Management\"

A customer provides an organization with that most organic of all advertising tools -

word of mouth advertising. A happy and satisfied customer is much more likely to send more customers your way. Further, there is the potential for repeat business, which is the backbone of many businesses. It is obvious that a customer who has been provided with a product or service that he or she desired in the ideal way, would build a relationship with the seller.

Further customer relationship management teaches the business where there are flaws in the system and provides valuable customer feedback. When a business receives feedback, it is able to see the customer's image of the organization and the impression of its services. This tool is invaluable in correcting systems as well as image management for the business. It is also an outsider's perspective, which provides the business owner or management a unique insight.

Additionally, a satisfied customer would be more likely to participate in activities that help to generate customer preference data. This data goes back to the marketing function in assisting the organization to better target and attract it potential customers.

In fact, it would not be a stretch to say that without good customer service, a business would not survive. The old adage 'The customer is always right' has been the foundation of many an organization and what it really means is that keeping customers happy is the foremost principle of any business. The reason for the survival of many small businesses in a tough and competitive market is their ability to provide personalized customer service. It is the human touch that warms and enlivens an organization in the customer's mind and goes towards building a relationship. This relationship is the basis of future growth for a business.

Regular and sustained interaction with a customer ensures that the customer feels connected with the business. For instance, a small pub owner who chats with his customers and knows them by name builds a relationship with them. Further, when he makes sure that their regular bartender makes their drinks and the food is fresh and hot, he is providing customer service. The customers have a good experience and feel that the establishment treated them well. Once an organization grows or goes online, there is less potential for this face-to-face interaction and then the business must find creative ways to ensure customer satisfaction.

The role of customer service to a business, online or offline, is essential to its growth and survival.

Role Of Customer Service In Success Of Business

William King is the director of Wholesalers & Drop Shipping Trade Suppliers, Trade Wholesale Suppliers Directory, and Drop Shippers & Wholesale Drop Shipping Products Directory. He has 18 years of experience in the marketing and trading industries and has been helping retailers and startups with their product sourcing, promotion, marketing and supply chain requirements.

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How To Measure Total Quality Management, TQM, Success

Implementing TQM is an initiative many organizations wanted to embark on. Assuming that you are a leader of this organization, a common question you probably asked would be: "How do I know whether my organization is successful in implementing TQM?"

TQM implementation has been in my mind for a long time and I wondered how to measure the success of TQM implementation in an organization. If we take an organizations who are winners of the Baldrige Award, then my question is whether taking an assessment based on Baldrige Criteria an appropriate measure to gage the success of TQM in an organization.

Management Concept

There is no doubt that measuring TQM implementation is success rate is of interest with all if not most leaders. Otherwise, how would you as a leader know the effort put into implementing TQM is really worthwhile, more so when a lot of resources such a money, manpower etc are deployed to support the implementation of a TQM initiative.

So, would you ask a similar question before the TQM initiative is started? Or You would ask half way during its implementation? How would you like to measure the success of the TQM implementation? Do you accept the opinion of your management comment alone or you rather based on some form of evaluation result?

One of the ways to evaluate the TQM success is to adopt a holistic approach of assessing your organization. One of the examples of such a holistic approach is the Malcolm Baldrige National Quality Award assessment approach. This is a national level award system in the United States to recognize organizations for achieving an excellent in their respective business.

To prepare for an assessment, you need to understand the Baldrige criteria which is used a reference for the assessment. Once you have understood the Baldrige Criteria, you would start to conduct an assessment based on these criteria. You may perform a self assessment guided by the Baldrige Self Assessment criteria to ascertain your level of performance with reference to the Baldrige Criteria. For a self assessment, it takes must lesser time. Alternatively, you can go for a full scale assessment. This mode of assessment may be conducted by your management team or a 3rd party Baldrige Assessors.

To help you to adopt the Baldrige Criteria, there are eleven core values and concepts used by the Baldrige Criteria. To jump start your assessment effort, perhaps you start with the understanding of these core values and concepts.

How To Measure Total Quality Management, TQM, Success

About the Author: Dr. LM Foong, PhD

He writes and publishes TQM articles, ebooks, case studies, trainer manual and presentation slides. Please visit website at http://www.tqmcasestudies.com for more TQM related matters. He can be contacted at http://www.tqmcasestudies.com/ContactUs.html

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Five Success Tips For Restaurant Management Business

If you are business savvy and have a strong passion for providing service to customers in the food service industry, you can prepare to set up your own restaurant business. It is quite surprising to note that almost 60% of the newly set up restaurants shut down within three years. Though new restaurant success rate is not quite promising, you can prepare yourself well for the practical realities of restaurant business to achieve success.

Given below are 5 important steps or tips that you follow to increase your chances of establishing a successful restaurant business.

Management Concept

1. Defining the Business Concept
First of all, you need to come up with a strong business concept and a unique theme. To become successful in your business, you must have a clear vision about your goals. Consider the restaurant locations and the requirement of local patrons while brainstorming to come up with a unique business theme. A catchy name for your restaurants is also an important part of entire process. So, try to come up with a name which is short, appealing and easy to remember.

2. Deciding the Budget
The next important step is to develop a budget for your business. Once you have decided the budget you need to stick to it. Do not underestimate the start-up cost, as it can have a negative effect on your restaurant business. You can also use resources for the first round of financing for your business. There are many investors who would like to finance your business. However, for that, you need to work out an effective business plan illustrating your business concept, risk management strategies and planning for return on investment (ROI).

3. Designing the Restaurant Space
The design of your restaurant space should be completely in tune with your business goals. Right from lighting to bathroom fixtures, you need to take into consideration all the fine details. The restaurant design should be done in a way that it reflects your business vision. Relaxing ambiance and functionality are the two most important components of the restaurant design. Pay attention to kitchen space, storage area and sitting room for customers.

4. Recruiting New Employees and Retaining Experienced Ones
While in the restaurant management business, you need to handle the human resource task as well. To achieve success, you should be ready to prepare for hiring a great staff. The success of a restaurant has a direct connection with whether your employees are happy. You can put up a 'Now Hiring' sign during the construction of restaurant and place advertisements in print media and online. The interviewing process and training of employees should begin at least six months in advance before the business actually starts operating. Maintaining a positive work environment and addressing to employee issues are essential to establish a successful business.

5. Publicizing Your Restaurant Business
Start publicizing your business as soon as the construction work begins. Hang banners around revealing the name of your new business and the tentative time of opening. It is a great idea to throw a free food samples party to create a buzz. Issue press releases to gain more coverage. After your business starts to operate, you can use the online media for advertising. Hosting local food events without spending too much on it is also an excellent tip to promote your restaurant business. Find other methods of low-cost business advertising as well.

Five Success Tips For Restaurant Management Business

Do you want to Become a Restaurant Manager? To ensure this is the right career decision, Take a Free Career Test now. And remember, you need to have a strong passion for serving customers in the food service industry to make the most of your career.

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Anger Management Classes and the 8 Keys to Success

What makes a quality anger management program and what can a client expect to learn? Anger management classes are designed to teach skills in a variety of areas to improve interpersonal and internal functioning. Anger management is not the same as psychotherapy and should not be confused with getting "therapy". Anger management classes are educational in nature and should teach skills in 8 core areas. These areas of skill enhancement include:

* Stress management

Management Concept

* Empathy Development

* Learning to respond instead of react

* Improving self-talk

* Assertive Communication

* Expectation Management

* Forgiveness

* Retreat and think things over

Participants of a quality anger management program should expect to use a well known curriculum. The program should be well structured and teach a new skill during each class. Sessions should be separated with cognitive homework assignments to help reinforce the material and progress should be discussed at the onset of the each subsequent class session.

Another popular question is "will the classes work"? Ultimately, ones motivation to succeed is the biggest determinant in the success outcome of any class or program. Without motivation the desire to succeed is severely limited. Keeping this in mind, clients who are willing to learn and motivated to grow tend to have the best outcome. While motivation is not the only factor for success, it is certainly the most influential. Another important component is utilizing a program that has some empirical data to back up the interventions used. Programs that incorporate cognitive behaviorally based concepts tend to have more empirical data to support their effectiveness than programs that do not.

Clients should enjoy the learning experience. We believe that humor is one of the most important approaches an instructor must use. It's not to say make fun of the work you are doing, but rather make the work fun for the client. Anger management should not, and is not punitive. The term itself often comes with a stigma that says "I'm bad, and therefore must take a class with a bunch of other bad and angry people". This could not be farther from the truth. Anger management could be and should be considered more of a life skill class that anyone will benefit from.

Anger Management Classes and the 8 Keys to Success

Ari Novick, Ph.D. is Licensed Marriage and Family Therapist and a certified anger management provider for both adults and adolescents. Dr. Novick is also an adjunct professor of psychology at Pepperdine University's Graduate School of Education and Psychology. His corporate website is http://www.ajnovickgroup.com and his innovative online anger management class is available at http://www.angerclassonline.com

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