Mayor success through the efficient use of the Human Resource
This comment is directed to all those involved in change processes in companies, especially operational managers and human resources as well as trainers and trainers. It is they who decide and implement the diagnostic measures, implementation and evaluation of this process and therefore the success, failure or irrelevance depend on the strategy and methodology adopted.
Management of change: winning over employees and ensure success.
is a fact that there is nothing so constant as change. This we take very seriously, for those who stop are overwhelmed and lose their competitive position. There is an additional problem: in the last 50 years in changes in the economy and society have been most rapid in history, a process that is far from a slowdown. The company is required before the requirement to stay successful, so his managers and employees in general.
The pattern of orientation of the goal of change is given in first line for the customer who ultimately sets the quality parameter required for a product or service. In this competitive and globalized world, will be most successful one to offer the best solution to a need from the standpoint of cost effectiveness. An operational management, human resources or training of staff do not accept this truism, it is best to leave here this reading.
This is about the discovery and efficient utilization of the strengths of the company, its directors or employees. It is also a clear customer focus in the design of products and services, structures and procedures, management responsibility and of course the needs and interests of human resource.
Detecting the need for change and realize it is an ongoing process, not only for the employer, but for all its human capital.
is not achieved:
· integrating all groups of people with their special strengths, inclinations and potential
• the identification with their work and business,
• the sensitivity to the problems and their solutions will
difficult the complex task of management of change.
After the customer, human capital is the main factor of success of a company and continue to gain in importance, well above technical and organizational aspects are becoming more reproducible. This is where begins the task of human resource development-oriented quality. Not bureaucratic quality has been so fashionable, but with an optimized organizational human resource development, but not in a massive training, but selective, goal-oriented. This development is not possible to do in the lab, but in concrete processes of the company. Only if the process requires new tools involved training on the job itself, but also external. Organizational development and human resource quality-oriented, work hand in specific positions on specific issues in each "bottleneck" internal and external.
This process of constant learning organization "involves potential of knowledge and know-how, made transparent and develops by itself. Here is a participatory management. Guidance
as
This requires more than a product or service perfect. It also includes guidance on the procedures, staff, services and customers, as well as internal relations customer-suppliers. Quality
competitive means
· domain for technical or technological area
• Procedures and processes that do not require oxygen tubes
· communication and cooperation that denote a very smooth operation
· service mentality and not of servility
· customer benefits as central
· development
continuous quality standard is a string of endless development.
Competency Profile basic condition is still possess with solid knowledge of the task. But that's not enough to master new procedures and ensure the required quality standards. Here they begin to play a role capabilities or methodological and socialization skills, but above all a compatible personality.
employees are required to:
· having a look sharper and discovery, deal with problems or bottlenecks customers in their working environment
· Sean able to accurately identify problems and focus their strengths on a regular basis in its solution
· having the format to articulate their views with confidence when they
This is expected: more involvement of employees, less concentration of power in direction, more thinking of cooperation.
Using the strengths of the partners
Changes in corporate structure or human behavior often occurs just after a painful pressure. Often the reasons are making awareness of distortions in working together, the procedures, results of tasks or a loss of competitive position. This nonconformity combined with a sense of responsibility, usually drives change.
business strategy, objectives and milestones, specific actions should be transparent to both managers and for employees, so that the efficiency of their work to translate all its capabilities. If the strategy and the actual benefit of the customer does not make sense, also the employees perceive that their work does not have and therefore will not work as entrepreneurs.
recognition of problems and bottlenecks customers as well as the conscious of the strengths and potential partners are the "natural reserve" for increased success. This requires an identifiable group work, direct intervention, communication and association of ideas quickly and spontaneously. This wakes solidarity, promotes teamwork, cover the need recognition through the possibility of participation and identification with achievement in what has worked. The limits lie where it is possible to mobilize potential, where development is not feasible or do not exist.
oriented learning experience
These procedures are a process of continuous learning. Effective changes in the company first warrant changes in the mentality of those involved, which means a change of layout and behavior.
adult learning occurs mostly in their own experiences. That is, human beings learn faster and better, if you can integrate their own experiences or build from them. This is only possible through practical situations combined with seminars, workshops or training run.
human resource development into a quality system then requires a decision and behavior of management and trainers that do not allow the suspicion that they pursue one's own motivations and ignore the interests of employees. This will make antibodies difficult to eradicate. This is where the Strategy Focused Senses (ESC ©) and its methodology, can play a decisive role in the joint discussion between management, trainers and others, since for all they imply a change of mentality.
Where start? The answer could be defined as: "Those involved should be collected, wherever they are."
impatience on the part of the initiators harm the process, since the change of mentality for a full contingent of staff can not accomplish in a short process. Not be decreed.
The understanding of a role change in managers, facing a participatory management means, for example:
• Reduce your own "fear" to change
° To delegate tasks and responsibilities = deliver power
• Generating spaces of freedom of action for himself and partners
° angle towards the development bottlenecks to changing market
also changes the role of partner, which means:
· improve the rating and information
Recognize learning as part of the task
· extend the provision to operate independently, and absorb new tasks and responsibilities
* promote cooperation, creativity and personality
• develop strategic thinking and action
· take in the sights of interest and bottlenecks
internal and external change in the organization of work means learning to
· work effectively in groups or teams
Troubleshooters · Manage flatter hierarchical systems
· improve the flow of information
cyber Thought (or systems thinking and global action)
This means that all subsystems influences (internal and external company) and their interaction should be considered, but does not mean global changes in complex systems. According to the ESC © the process should be conducted in units identifiable, palpable.
to you to start the change!
This comment is directed to all those involved in change processes in companies, especially operational managers and human resources as well as trainers and trainers. It is they who decide and implement the diagnostic measures, implementation and evaluation of this process and therefore the success, failure or irrelevance depend on the strategy and methodology adopted.
Management of change: winning over employees and ensure success.
is a fact that there is nothing so constant as change. This we take very seriously, for those who stop are overwhelmed and lose their competitive position. There is an additional problem: in the last 50 years in changes in the economy and society have been most rapid in history, a process that is far from a slowdown. The company is required before the requirement to stay successful, so his managers and employees in general.
The pattern of orientation of the goal of change is given in first line for the customer who ultimately sets the quality parameter required for a product or service. In this competitive and globalized world, will be most successful one to offer the best solution to a need from the standpoint of cost effectiveness. An operational management, human resources or training of staff do not accept this truism, it is best to leave here this reading.
This is about the discovery and efficient utilization of the strengths of the company, its directors or employees. It is also a clear customer focus in the design of products and services, structures and procedures, management responsibility and of course the needs and interests of human resource.
Detecting the need for change and realize it is an ongoing process, not only for the employer, but for all its human capital.
is not achieved:
· integrating all groups of people with their special strengths, inclinations and potential
• the identification with their work and business,
• the sensitivity to the problems and their solutions will
difficult the complex task of management of change.
After the customer, human capital is the main factor of success of a company and continue to gain in importance, well above technical and organizational aspects are becoming more reproducible. This is where begins the task of human resource development-oriented quality. Not bureaucratic quality has been so fashionable, but with an optimized organizational human resource development, but not in a massive training, but selective, goal-oriented. This development is not possible to do in the lab, but in concrete processes of the company. Only if the process requires new tools involved training on the job itself, but also external. Organizational development and human resource quality-oriented, work hand in specific positions on specific issues in each "bottleneck" internal and external.
This process of constant learning organization "involves potential of knowledge and know-how, made transparent and develops by itself. Here is a participatory management. Guidance
as
This requires more than a product or service perfect. It also includes guidance on the procedures, staff, services and customers, as well as internal relations customer-suppliers. Quality
competitive means
· domain for technical or technological area
• Procedures and processes that do not require oxygen tubes
· communication and cooperation that denote a very smooth operation
· service mentality and not of servility
· customer benefits as central
· development
continuous quality standard is a string of endless development.
Competency Profile basic condition is still possess with solid knowledge of the task. But that's not enough to master new procedures and ensure the required quality standards. Here they begin to play a role capabilities or methodological and socialization skills, but above all a compatible personality.
employees are required to:
· having a look sharper and discovery, deal with problems or bottlenecks customers in their working environment
· Sean able to accurately identify problems and focus their strengths on a regular basis in its solution
· having the format to articulate their views with confidence when they
This is expected: more involvement of employees, less concentration of power in direction, more thinking of cooperation.
Using the strengths of the partners
Changes in corporate structure or human behavior often occurs just after a painful pressure. Often the reasons are making awareness of distortions in working together, the procedures, results of tasks or a loss of competitive position. This nonconformity combined with a sense of responsibility, usually drives change.
business strategy, objectives and milestones, specific actions should be transparent to both managers and for employees, so that the efficiency of their work to translate all its capabilities. If the strategy and the actual benefit of the customer does not make sense, also the employees perceive that their work does not have and therefore will not work as entrepreneurs.
recognition of problems and bottlenecks customers as well as the conscious of the strengths and potential partners are the "natural reserve" for increased success. This requires an identifiable group work, direct intervention, communication and association of ideas quickly and spontaneously. This wakes solidarity, promotes teamwork, cover the need recognition through the possibility of participation and identification with achievement in what has worked. The limits lie where it is possible to mobilize potential, where development is not feasible or do not exist.
oriented learning experience
These procedures are a process of continuous learning. Effective changes in the company first warrant changes in the mentality of those involved, which means a change of layout and behavior.
adult learning occurs mostly in their own experiences. That is, human beings learn faster and better, if you can integrate their own experiences or build from them. This is only possible through practical situations combined with seminars, workshops or training run.
human resource development into a quality system then requires a decision and behavior of management and trainers that do not allow the suspicion that they pursue one's own motivations and ignore the interests of employees. This will make antibodies difficult to eradicate. This is where the Strategy Focused Senses (ESC ©) and its methodology, can play a decisive role in the joint discussion between management, trainers and others, since for all they imply a change of mentality.
Where start? The answer could be defined as: "Those involved should be collected, wherever they are."
impatience on the part of the initiators harm the process, since the change of mentality for a full contingent of staff can not accomplish in a short process. Not be decreed.
The understanding of a role change in managers, facing a participatory management means, for example:
• Reduce your own "fear" to change
° To delegate tasks and responsibilities = deliver power
• Generating spaces of freedom of action for himself and partners
° angle towards the development bottlenecks to changing market
also changes the role of partner, which means:
· improve the rating and information
Recognize learning as part of the task
· extend the provision to operate independently, and absorb new tasks and responsibilities
* promote cooperation, creativity and personality
• develop strategic thinking and action
· take in the sights of interest and bottlenecks
internal and external change in the organization of work means learning to
· work effectively in groups or teams
Troubleshooters · Manage flatter hierarchical systems
· improve the flow of information
cyber Thought (or systems thinking and global action)
This means that all subsystems influences (internal and external company) and their interaction should be considered, but does not mean global changes in complex systems. According to the ESC © the process should be conducted in units identifiable, palpable.
to you to start the change!
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