Tag: conflict resolution

Systematic approach to change

The Systems Model of Change or Organization-Wide Change lays more emphasis on the fact that a change must be implemented organization-wide instead of implementing it in piecemeal.

This model provides a whole new dimension to the concept of organizational change and describes the role played by six interconnected or interdependent variables like people, task, strategy, culture, technology and design. All these 6 variables are the key focus of planned change. The model has been represented in the diagram below:

1. People: This variable involves the individuals who work in an organization. This would take into consideration the individual differences in the form of personalities, goals, perceptions, attitudes, attributions and their needs/motives.
2. Task: The task is related to the nature of work which an individual handles in an organization. The nature of the job may be simple or complex, repetitive or novel, unique or standardized.
3. Design: This variable refers to the organizational structure itself and also the system of communication, authority and control, the delegation of responsibilities and accountabilities.
4. Strategy: The organizational strategy is the road map of action for realizing the future goals both short term and long term in nature. Strategic Planning involves identification of existing resources, a careful assessment of internal strengths and weaknesses, identifying the opportunities in the environment and threats as well for a competitive advantage.
5. Technology: It takes into consideration the advancements in the technology in the field of IT, automation, new methods and techniques for enhancing productivity, the introduction of new processes and best practices for remaining ahead in the competition.
6. Culture: It takes into consideration the shared beliefs, practices, values, norms and expectations of the members of the organization.

Steps to follow:

• Dedicate time for planning

This may sound silly but you need to actually plan for planning. Always think of things, needs to plan for and to-do lists I need to write but not until recently did I realize that I was leaving the actual planning to the last minute. That’s because one wasn’t dedicating enough time to just sit and plan things out. Set up a recurring event in your calendar to just sit there and put your plans in writing.

• Batch your time

I’ve tried so many “productivity hacks” and I find this one to be the most useful. It might not work for everyone but it’s worth the shot. Batching your time basically means that you divide your day into time blocks dedicated to only one task or multiple tasks of the same nature. This ensures that you don’t get distracted with doing other tasks and minimizes your tendency to multitask. It also allows you to enter the flow state of diving deep into one task.

• Create checklists

Make checklists of things you need to get done and keep looking at those checklists. Many of us are guilty of writing down a to-do list, feeling good about it, and then never looking at it again. Put the checklist somewhere accessible like your notes on your phone so that you can pull it out easily. Track your progress and check off things that you’ve completed. Once you finish a checklist you’ll feel so good about yourself, trust me!

• Prepare for the unexpected

No matter how hard you plan or how much you think you’ve thought ahead, always mentally prepare yourself for things to go wrong. There’s a saying that says “you plan and the universe laughs”, which is so true. That doesn’t mean that you shouldn’t plan, but just make sure you have back-ups and prepare for some crisis management.

Client & Consultant relationship

Consultants are expected to maintain professional and ethical standards when dealing with their clients. This can take the form of maintaining arm’s length relationships, not intervening in the internal affairs and politics of the client’s organizations, keeping confidential information away from interested parties looking for insider knowledge, and reporting any violations in the conduct (financial, operational, and behavioral) by the client’s organization to the regulators. This is the code of conduct that is usually prescribed for consulting firms whenever they take on work from client organizations.

Realities of Consultant-Client Relations

However, this is rarely followed in practice as evidenced by the large numbers of corporate scandals that have emerged in the last decade or so where the consultant was found to be aiding and even abetting the malfeasance conducted by the client. For instance, the Enron scandal manifested itself because the consulting firm was in cahoots with the client in cooking the books. Indeed, in this case, it was found that the consulting firm’s partners went beyond collaboration and were indeed one of the culprits.

Some Examples from the Corporate World

Similarly, the Satyam scandal in India was also found to be a case where the consultants (or some of them) knew about the goings-on in the company and were in breach of the code of conduct and even legal aspects since they did not report the matter to the regulators. However, the saving grace in this case was that when the malfeasance became too big and too hot to handle, it was the new consulting firm that had been roped in for another purpose that blew the whistle on the scam.

Consultants have to Walk a Thin Line between Professional and Personal Obligations

These examples indicate that the consultants have to walk a thin line between fulfilling professional obligations and reporting unethical behavior. Since the client is the one who pays them, it is often the case that the consultants are reluctant to report malfeasance to the regulators. Further, considering the extremely competitive nature of the market wherein there are several consulting firms competing for the same client, money talks and hence, consultants are often found to go along with the client. There are no easy answers when one considers all the aspects and it would be indeed a brave and conscientious consultant who would be the whistleblower.

Some Solutions Which Were Proposed

Having said that, there are some solutions that have emerged in recent years about the course of action to be taken by the consulting firms. For instance, after the Enron scandal, the SEC (Securities and Exchange Commission) and other regulators ensured that new rules separating consulting and investment banking so that the same consulting firm which was also advising the client in financial matters would now be two different firms. While this was intended to reduce the conflict of interest since it was thought that when consultants and investment bankers represent two firms they would automatically be in a position to wink at malfeasance, it is debatable as to how far this law succeeded given the Global Economic Crisis of 2008 wherein several case of malfeasance came to light.

Conflict of Interest is at the Heart of the Problem

Of course, as some experts have mentioned, the real issue here is of conflict of interest. How far would a consultant go in reporting unethical behavior to the regulators which is expected from him or her when such case involve the very clients who are giving them business. Further, the fact that many consultants often are embroiled in the internal politics of the client wherein they take sides in corporate and boardroom battles. This indicates the tricky nature of the problem of consultant client relations wherein the temptation to use confidential and insider information to one’s advantage is motivated by greed and power.

Coaching and mentoring serve as learning tools in the workplace that can lead to empowering your employees. The employees who are coached and mentored often receive the greatest benefit, but the coach or mentor also benefits and may feel a sense of empowerment from the relationship. Understanding the dynamics and outcomes of this type of workplace learning strategy helps you evaluate the need for a coaching program in your small business.

Coaching

Coaching at work is designed to help employees learn or enhance specific skills. It focuses on one individual over a defined period of time, helping them to develop effectively. It can be used to:

• Teach new skills in a focused way
• improve performance in a particular area of work
• build ‘soft’ skills like confidence, interpersonal relationships or planning

The objective of coaching at work is to help an employee make a distinct improvement in an agreed area. That improvement might be measurable through KPIs, or it might be a softer target. To achieve it, the employee receives support and constructive feedback from a designated coach.

Coaching is a powerful tool for employees, but your company will also reap the benefits of a specially trained workforce.

The great benefit of coaching is that you are likely to see quick, positive results as an outcome. This is because coaching is participative and people tend to learn and adopt new habits more easily when they are actively engaged in the learning process.

Mentoring

Mentoring involves the use of the same models and skills of questioning, listening, clarifying and reframing associated with coaching.

Traditionally, mentoring in the workplace is usually where a more experienced colleague uses his or her greater knowledge and understanding of the workplace in order to support the development of a less experienced member of staff.

Deciding if coaching is the right approach

How do you know if coaching will work for your company? In truth, it can depend on the context and the people concerned.

Some employees will respond enthusiastically, especially to the right coach, and will come on leaps and bounds. For example, you could use a professional coach to:

• Bring out the full potential of a gifted employee
• help technical experts improve interpersonal skills
• train managers to handle conflict situations

Although coaching at work is normally very effective, it doesn’t suit every situation or every personality. Other options to consider might be external training, mentoring or online learning.

Importance

Coach or Mentor Empowerment

The experienced employee who serves as the coach or mentor is able to show his knowledge and skill in the industry. This added challenge can boost his confidence and give him a sense of empowerment in his own work. In some cases, the employee the mentors push him to learn new skills in the industry. The collaboration between coach and mentor can lead to new ideas and achievements to aid them both in succeeding.

Independence

A mentor provides support for a new employee, but the ultimate goal is to empower the employee to work independently with the skills she has learned. The ability to work successfully on her own brings a sense of empowerment as she gains independence in the workplace. While employees feel confident to work independently, the mentoring program creates a sense of teamwork and often boosts morale for your employees. This positive work environment continues to empower employees in their work.

Goal Setting

Coaching and mentoring often includes goal setting for the employee. The mentor helps the new employee set specific goals related to the job. The two work together to create a plan to reach those goals. Mentors can customize objectives and support that that employee needs for his particular role. The mentor is also available as a resource if the new employee needs support along the way to be successful. Having a set of challenging goals is motivating and empowers the employee to work beyond the minimum requirements.

Hands-On Learning

Coaching and mentoring gives new employees a hands-on training program to learn job expectations. Instead of throwing a new employee right into the position, he gets a support system and an interactive learning situation that may engender more on-the-job confidence. Mentored employees may often feel a greater sense of understanding of what is required of them in their jobs because they get one-on-one job training, support and the advice of an experienced employee. When an employee receives this kind of personalized training, he may feel empowered to fully perform his job duties.

Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly.

Assess current HR capacity

The first step in the human resource planning process is to assess your current staff. Before making any moves to hire new employees for your organization, it’s important to understand the talent you already have at your disposal. Develop a skills inventory for each of your current employees.

Forecast HR requirements

Once you have a full inventory of the resources you already have at your disposal, it’s time to begin forecasting future needs.

Demand forecasting

Demand forecasting is the detailed process of determining future human resources needs in terms of quantity the number of employees needed and quality the caliber of talent required to meet the company’s current and future needs.

Supply forecasting

Supply forecasting determines the current resources available to meet the demands. With your previous skills inventory, you’ll know which employees in your organization are available to meet your current demand. You’ll also want to look outside of the organization for potential hires that can meet the needs not fulfilled by employees already present in the organization.

Issuing orders

Following points should be observed while issuing orders to the subordinates:

• Few orders: Issue as few orders as possible. More orders than those that are absolutely necessary, if issued, will result in loss of independence and thus initiatives of subordinates will be suppressed.
• Clear orders: The orders should be absolutely clear. They create confidence in the mind of the subordinates about the clear understanding by the order given.
• Brief but complete orders: The orders should be as brief as possible but complete orders to convey fully what is intended to be done.
• Promptness: Professional form and proper tone in orders. Prompt issuing of order and proper use of technical words and phrases is essential for effective directing. Proper tone in issuing the orders should be observed.
• Legitimate scope of orders: The manager issuing the order should keep within his own domain. He must not encroach up on the sphere of the receiving executive.
• Follow up orders: Another important principle of direction is that once orders or instructions are issued, they should be followed up to see that they are executed, orthe instructions should be countermanded or withdrawn.

Resolving conflicts

Workplace conflict is inevitable when employees of various backgrounds and different work styles are brought together for a shared business purpose. Conflict can and should be managed and resolved. With tensions and anxieties at an all-time high due to the current political divide and racial inequity discussions at work, the chances for workplace conflict have increased. This toolkit examines the causes and effects of workplace conflict and the reasons why employers should act to address conflict.

The first steps in handling workplace conflict belong, in most cases, to the employees who are at odds with one another. The employer’s role exercised by managers and HR professionals is significant, however, and is grounded in the development of a workplace culture designed to prevent conflict among employees to the extent possible. The basis for such a culture is strong employee relations, namely, fairness, trust and mutual respect at all levels. This toolkit offers suggestions to create such an organizational climate and includes methods to deal with employee grievances and conflicts.

Experts offer several causes of workplace conflict, including:

• Personality differences.
• Workplace behaviors regarded by some co-workers as irritating.
• Unmet needs in the workplace.
• Perceived inequities of resources.
• Unclarified roles in the workplace.
• Competing job duties or poor implementation of a job description—for example, placing a nonsupervisory employee in an unofficial position of “supervising” another employee.
• A systemic circumstance such as a workforce slowdown, a merger or acquisition, or a reduction in force.
• Mismanagement of organizational change and transition.
• Poor communication, including misunderstood remarks and comments taken out of context.
• Differences over work methods or goals or differences in perspectives attributable to age, sex or upbringing.

To manage conflict, employers should consider the following:

• Make certain that policies and communication are clear and consistent, and make the rationale for decisions transparent.
• Ensure that all employees not just managers are accountable for resolving conflict.
• Do not ignore conflict, and do not avoid taking steps to prevent it.
• Seek to understand the underlying emotions of the employees in conflict.
• Keep in mind that approaches to resolving conflict may depend on the circumstances of the conflict.

Communicating

Communication is a vital management component to any organization. Whether the purpose is to update employees on new policies, to prepare for a weather disaster, to ensure safety throughout the organization or to listen to the attitudes of employees, effective communication is an integral issue in effective management.

The impact of effective communication

Effective communication may contribute to organizational success in many ways. It:

• Builds employee morale, satisfaction and engagement.
• Helps employees understand terms and conditions of their employment and drives their commitment and loyalty.
• Educates employees on the merits of remaining union-free (if that is the organization’s goal).
• Gives employees a voice an increasingly meaningful component of improving employees’ satisfaction with their employer.
• Helps to lessen the chances for misunderstandings and potentially reduces grievances and lawsuits.
• Improves processes and procedures and ultimately creates greater efficiencies and reduces costs.

Effective communication strategies:

• Safeguard credibility to establish loyalty and build trust.
• Maintain consistency to establish a strong employment brand.
• Listen to employees and to members of the leadership team.
• Seek input from all constituencies.
• Provide feedback.
• Prepare managers in their roles as organizational leaders.

Total Quality Management (TQM) is a management philosophy and approach that emphasizes the continuous improvement of products, processes, and services to achieve customer satisfaction and organizational effectiveness. TQM is a holistic and comprehensive system that involves the entire organization, from top management to front-line employees, in a collective effort to enhance quality in all aspects of operations.

TQM is not a specific set of tools or techniques but rather a mindset and organizational culture that values quality and continuous improvement. Successful implementation of TQM requires a long-term commitment, cultural change, and the integration of quality principles into the fabric of the organization. When effectively implemented, TQM can lead to improved customer satisfaction, increased efficiency, and sustained competitiveness.

Principles of Total Quality Management:

• Customer Focus:

TQM places a strong emphasis on understanding and meeting customer needs and expectations. Customer satisfaction is the ultimate goal.

• Continuous Improvement (Kaizen):

The philosophy of continuous improvement involves making incremental and ongoing enhancements to products, processes, and systems.

• Employee Involvement:

TQM encourages the active participation and involvement of all employees in quality improvement initiatives. Employees at all levels are considered valuable contributors to the overall success of the organization.

• Process-Oriented Approach:

TQM emphasizes managing processes as a series of interrelated activities. Understanding, optimizing, and controlling processes are key elements of the TQM approach.

• Data-Driven Decision Making:

TQM relies on the collection and analysis of data to make informed decisions. Statistical tools and techniques are often used to measure, monitor, and improve processes.

• Strategic and Systematic Management:

TQM requires a strategic and systematic approach to quality management. It involves the integration of quality principles into the organization’s overall strategic planning and management systems.

• Supplier Relationships:

TQM recognizes the importance of strong and collaborative relationships with suppliers. Working closely with suppliers to ensure the quality of inputs is essential for delivering high-quality outputs.

• Leadership Commitment:

TQM requires active and visible commitment from top leadership. Leaders set the tone for quality expectations, provide resources, and create a culture of continuous improvement.

• Prevention vs. Detection:

The focus is on preventing defects and issues rather than detecting and correcting them. Prevention involves identifying and addressing root causes to avoid recurrence.

• Training and Development:

TQM emphasizes the importance of training and developing employees to enhance their skills, knowledge, and abilities. Well-trained employees are better equipped to contribute to quality improvement.

• Benchmarking:

Benchmarking involves comparing an organization’s processes, products, or services with those of industry leaders or best-in-class organizations to identify areas for improvement.

• Recognition and Reward:

Recognizing and rewarding individuals and teams for their contributions to quality improvement helps create a positive and motivating work environment.

Components of Total Quality Management:

• Quality Planning:

Defining quality standards, specifications, and objectives to guide processes and activities.

• Quality Control:

Monitoring and controlling processes to ensure that products or services meet established quality standards.

• Quality Improvement:

Implementing continuous improvement initiatives to enhance processes and systems.

• Employee Involvement:

Encouraging and involving employees in quality improvement efforts.

• Customer Feedback and Satisfaction:

Seeking feedback from customers and using it to improve products and services.

• Supplier Quality Management:

Collaborating with suppliers to ensure the quality of inputs.

• Process Management:

Managing processes systematically to achieve consistency and efficiency.

• Training and Development:

Providing training and development opportunities to enhance employee skills and capabilities.

• Leadership Commitment:

Demonstrating visible and active commitment to quality principles by top leadership.

• Continuous Measurement and Monitoring:

Using data and performance metrics to measure and monitor the effectiveness of processes and quality initiatives.

Advantages of Total Quality Management (TQM):

• Improved Customer Satisfaction:

TQM focuses on meeting and exceeding customer expectations, leading to increased customer satisfaction and loyalty.

• Enhanced Product and Service Quality:

The continuous improvement philosophy of TQM results in higher quality products and services, reducing defects and errors.

• Increased Efficiency and Productivity:

TQM emphasizes the optimization of processes, leading to increased efficiency, reduced waste, and improved productivity.

• Employee Involvement and Empowerment:

TQM encourages the active participation and empowerment of employees, fostering a sense of ownership and accountability.

• Reduced Costs:

By minimizing defects, errors, and waste, TQM contributes to cost reduction and improved overall financial performance.

• Strategic Alignment:

TQM integrates quality principles into the overall strategic planning of the organization, aligning quality objectives with business goals.

• Competitive Advantage:

Organizations that successfully implement TQM often gain a competitive advantage in the market by delivering high-quality products and services.

• Cultural Improvement:

TQM promotes a culture of continuous improvement, learning, and innovation, creating a positive work environment.

• Supplier Relationships:

Collaborative relationships with suppliers are fostered, ensuring the quality of inputs and creating a more reliable supply chain.

• Data-Driven Decision Making:

TQM relies on data and statistical tools for decision-making, promoting informed and objective choices.

Disadvantages of Total Quality Management (TQM):

• Implementation Challenges:

The implementation of TQM can be challenging and requires a significant investment of time, resources, and effort.

• Resistance to Change:

Employees and management may resist the cultural and procedural changes associated with TQM, leading to implementation difficulties.

• Complexity and Overemphasis on Tools:

TQM may become overly complex, with an overemphasis on tools and methodologies that can be difficult for some employees to grasp.

• High Initial Costs:

The initial costs associated with implementing TQM, including training, technology, and process reengineering, can be substantial.

• Potential for Overemphasis on Metrics:

Organizations may focus excessively on meeting metrics and targets, potentially neglecting the broader cultural and strategic aspects of TQM.

• Inconsistent Understanding:

TQM principles may be interpreted inconsistently across different levels of the organization, leading to a lack of alignment in implementation.

• Resource Intensive:

Successfully implementing and sustaining TQM requires ongoing commitment and resources, which can strain organizational capacity.

• Not a Quick Fix:

TQM is a long-term philosophy that may not yield immediate results, requiring patience and persistence.

• Possible Overemphasis on Customer Feedback:

Relying solely on customer feedback may not capture all aspects of quality and may not be a comprehensive indicator of overall performance.

• Resistance from Traditional Management Approaches:

Organizations accustomed to traditional management approaches may face resistance in transitioning to the collaborative and participatory nature of TQM.