15. 5 NINE PRIMARY DISCIPLINES Stakeholder relationship management Leading change Change strategy Communication Human capital management Learning and training Process and infrastructure Project management Performance management
16. 6 1.STAKE HOLDER RELATIONSHIP MANAGEMENT. Having understanding of the many individuals or groups affected by a change is a critical first step that is often given shrift and perception as important realties here. Managers need the skills to map out the multiple layers of stake holders associated with the propose change. 2. LEADING CHANGE A question often left ambiguous is “who is going to lead the change ?”, more likely , it is a group of people who enable the change through a combination of inspiration, influence , facilitation and resource allocation .. 3. CHANGE STRATEGY Having a clear plan for how the change will be executed is a critical as having a blueprint for building a house , a plan that consists of merely developing a technology solution and then throwing to the wall of end users is a failure strategy.
17. 7 4. COMMUNICATION Its crucial to engage stake holders at all levels of the organization , from c level executives to frontline staff. Using well planned and timely communication , the change manager's goal is to ensure that every person who is affected by the change has a thorough understanding of the change and why it is occurring . 5.HUMAN CAPITAL MANAGEMENT Understanding how a change will affect the roles, responsibilities , and job descriptions and no of staff is only one of the ways human capital is critical to change effort “ implementing strategies to help individuals maximize their full potential in the new organizational while simultaneously managing the risk of reduce productivity and effectiveness that often occurs as a result of changes, “ 6.LEARNING AND TRAINING While it is tempting to see “training” as the bulk of implementation , it is in a fact that a tool to be used through out the change . From the time the idea for change is hatched , learning opportunities can be designed to involve affected groups and make them aware of what possibly lies ahead .
18. 8 7.PROCESS AND INFRASTRUCTURE Why is the organization shifting ? It could be driven by organization policy, new technology , market forces, or departure or arrival of a leader ,change practitioners have to understand the context of the organization before they are institutionally change making it part of the fabric of day today business process ad operations . 8.PROJECT MANAGEMENT The methods ,skills and techniques are central to executing change . A change management must draw up on project management to facilitate successful relationships between the key groups who are driving change and deliver transparency around decision rights. 9.PERFORMANCE MANAGEMENT Senior executives are constantly balancing priorities and trying to find consensus as they manage multiple , often conflicting , goals. This is happening right now , as leaders is numerous federal agencies are working to perform performance management to make it credible access across the federal government.
21. performance feedback . Providing specific feedback on and appraising the quality of someone's performance are important pieces of this larger performance management framework. you may be asking yourself , “are saying that the performance review is no more important than the other elements of performance management ?” the answer is, absolutely ! You may have a great performance review methodology in place to guide managers in conducting great interviews , but if your managers have not mastered all the other key components that contribute to performance reviews are likely to fail.
25. 14 The voice of the customer Define great performance outcomes Organization vision Leadership & need for change Develop goals and strategies & take action to achieve outcomes the great performance management cycle Work unit or dept vision & mission Make improvements Provide support (training, resources ,tools , information, feedback) Provide logical consequences for performance outcomes Evaluate performance
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27. profoundly influences what happens during the performance review.The very top of the GPM cycle is where performance management begins and where the purpose or the aim of the performers work is defined . The word great is included to help elevate this purpose to a higher level – to help ensure that we envision the purpose of a performers contribution as far beyond as ordinary, just- get- by – performance . In this first step is of the Gpm cycle , our goal is to define profoundly positive outcome that should become the target of the performers effort .
58. Ensuring freeing updates on emerging issues and challenges affecting the performers efforts or results
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60. A supportive set of goals , strategies, and behaviors to help achieve that outcome
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62. adjusting and modifying existing goals and strategies that reflect improvement areas and new work priorities .
63. Identifying new ways I which the manager or the or the larger organization can provide organizational support in the past to reflect new priorities, challenges, or constraints
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