What Is Total Quality Management?

Total Quality Management (TQM) plays very important role in every organization. It does not only help the organization to run smoothly, but also attract the customers. In terms of talking about Total Quality Management, many questions have been asked that what Total Quality Management is. Total Quality Management is a set of principle that embodies a strong emphasis on establishing and maintaining a high level of quality. Its main function is related to products and processes. These products and processes are the responsibilities of everyone whom is involved the creation or consumption of the products and services offered by the organizations. Moreover, Total Quality Management capitalizes on the involvement of management, workforce, suppliers, and even the customers. Relatively, Total Quality Management is also related to product design, process management, supplier quality management, customer involvement, leadership, cross-functional training, or employee involvement. The key principle associated with Total Quality Management involves (Vecchio, 2006, p. 112):

            A. Getting it right the first time: Reducing the error by improved the techniques and processes

            B. Focusing on the customers or clients: Being close to and understanding the needs of one’s constituency

            C. Emphasizing continuous improvement: Making an emphasis on the quality part of “the ways we do things around here”

            D. Fostering mutual respect among co-workers: Eliminating fear based on hierarchical organizational designs and replacing that fear with autonomy and participation based on power sharing.

Sam Aun (Andy)

Obstacles to Accurate Perception

Globalization brings people from different nationalities to work in one organization. When these people come and work in the same organization, they also hold different behaviors, and these become the touchy barriers for the organization to grow better. There are many barriers to the precise perception of others’ behavior. Each barrier is a possible source of misleading or distorted information. These barriers are included (Vecchio, 2006, pp. 40-43)

            A. Stereotyping: Stereotype is a judgment of others that is based on group membership. Such attributes as sex, race, ethic group, and age are the basis of commonly held stereotypes. This is not to say that stereotypes are totally worthless and inaccurate. In some instances, stereotypes can provide a useful shortcut for quick evaluation. But the potential cost of erroneous evaluations must always be considered.      

            B. Halo effect: The halo effect occurs when a perceiver uses a general impression of favorableness or unfavorableness as the basis for judgments about more specific traits. In essence, the perceiver’s evaluation is influenced by the overall information. The halo effect explains why a subordinate who is liked by a superior can do no wrong in the superiors’ eyes, while a subordinate who is disliked may have difficulty in obtaining a favorable review from the same superior.  

            C. Projection: It refers to ascribing ones own feelings and attributions to others. This mechanism helps us protect ourselves from unpleasant or unacceptable truths. An individual’s emotional state has been shown to influence his or her perception of that emotional state in others.

            D. Perceptual distortion: This refers to defending the egos by projecting feelings and attributes onto others. We may simply deny that something occurred or that we witnessed something. Similarly, we may modify or distort what we report in an attempt to avoid an unpleasant reality. It is related to our own personal perception.

            E. Selective perception: This rises from the tendency to be influenced by our own interest. It occurs in the organization when managers tend to interpret problem situations in light of their own background and interest.

Sam Aun (Andy)

The Effective Ways to Correct the Organization Failure

To survive in the information age, the organizations have to compete with each other. Some of the organizations adopted change management whereas the others change management, conduct training, or employ new strategies. With this competitive environment, some organizations can survive, yet some others almost get bankruptcy. To recover from this bad situation, some effective strategies have been suggested:

A. Restructuring: It is a strategy through which the organizations change their set of businesses or their financial structures. The organizations change both internal and external environments. There are three restructuring strategies that the organizations can use”

1. Downsizing: It is a reduction in the number of the organizations’ employees, and, sometimes, in the number of its operating units, but it may or may not change the the composition of business in the organizations’ portfolio. The ways of reduction can be lay off, or attrition (early retirement, resignation or death).

2. Downscoping:  It refers to divestiture, spin-off, or some other means of eliminating businesses that are unrelated to the organizations’ core businesses. Commonly, downscoping is described as a set of actions that causes the organizations strategically focus on their core businesses.

3. Leveraged buyout: It refers to a restructuring strategy whereby a party buys all the organization’s assets in order to take the organization private.   

B. Reengineering: It began as a private sector technique to help organizations fundamentally rearrange how they can do their work in order to dramatically improve customer service, cut operational costs, and become world-class competitors.

1. Rethink: It is related to thinking of the new ways for improving the organization rather than depending on the old ways of managing.

2. Redo: It is the way that is used to manage an organization's core business processes with the aim of achieving dramatic improvements in critical performance measures, such as cost, quality, service, and speed

3. Retool: It is related to the resources used to create products and services that meet the needs of particular customers or markets. As a structured ordering of work steps across time and place, a business process can be decomposed into specific activities, measured, modeled, and improved.

4. Redesign: It is related to the way that work is done to better support the organization's mission and reduce costs. It starts with a high-level assessment of the organization's mission, strategic goals, and customer needs.

Sam Aun (Andy)

Effective Managing with Customers

Every person you meet is a customer!!!!!

The organization’s relationships with its customers are strengthened when it delivers superior value to them. Strong interactive relationships with customers often provide the foundation for the organizations’ efforts to profitably serve the customers unique needs. There are three dimensions of the organizations’ relationships with customers, and these include (Hitt, 2007, pp.108-109):

A. Reach: It is concerned with the organizations’ access and connection to customers. This kind of access and connection can be done in many ways such as internet, direct communication, posters or billboards.

B. Richness: It is concerned with depth and detail of two-way of communication between the organizations and the customers. The potential of the richness of dimension can help the firm establish a competitive advantage in its relationship with customers. Internet technology and e-commerce transactions have substantially reduced the cost of meaningful information exchanges with current and possible customers.     

C. Affiliation: It is concerned with facilitating useful interaction with customers. Internet navigators can help online clients find and sort the information. This can supply a great deal of information at no charge to the customers.  

In short, effective management with customers can be done with reach, richness, and affiliation or it can be done with answering what service the organization uses to server the customers, who are the targets, and how to reach those targets.

Sam Aun (Andy)

Sustainable Competitive Capabilities

If you do not have a competitive advantage, do not compete!!!

A sustained competitive advantage is only achieved when then competitors can not duplicate the benefits of the organizations’ strategy, or when they lack the resources to attempt imitation. The organizations may earn a competitive advantage by using capabilities that are valuable, rare, and they think that these are inimitable. In fact, these such as good, service, and process can be imitated by the competitors. In this instance, sustainable competitive capabilities are required to be considered of and these include (Hitt et al, 2007, pp. 85-87):

A. Valuable capability: It is the capability that allows the organization to exploit the opportunities or utilized threats in its external environment. By effectively using the capabilities to exploit the opportunities, the organizations create values for the customers. As Welch emphasizes, human capital is important in creating values for customers.

B. Rare capability: It is the capability that few competitors possess. Capabilities possessed by many rivals are unlikely to be sources of competitive advantage for any one of them. Resources and capabilities are sources of competitive parity. Competitive advantage results only when firms develop and exploit valuable capabilities that differ from those shared with competitors.

C. Costly-to-imitate capability: It is the capability that offers the other organizations can not easily develop. Capability that is costly to imitate is created because of combination of three reasons (1) organizational culture, (2) casually ambiguous, and (3) social complexity.

D. Non-substitutable capability: It is the capability that does not have strategic equivalents. This final criterion for a capability to be a source of competitive advantage is that there must be no strategically equivalent valuable resources that are themselves are either not rare or imitable.        

Sam Aun (Andy)

The Effective Ideas of Management

A. Bill Gates: Chairman & CEO (1976-2000), Microsoft Corp

Success is a lousy teacher!!!!!

1. Be prepared to take any steps that will improve your market orientation-including litigation.

2. Accept that your true aim is to be as near to a monopoly as you can and the law allows.

3. When you have established a dominant position, pull out the stops to defend it. Keep pushing or your dominance will crumble.

B. Michael Dell, CEO, Dell, Inc.

Our business is about technology, yes, but it is also about operations and customer relationships.

1. Always accept that you could do things better than you are doing at the moment.

2. Avoid accepting business practices whose only reason for existing is “We have always done it this way”.

3. Keep shaking your organization up until you and your team are working in the best possible way.

C. Jeffrey Immelt: Chairman & CEO, General Electric

You lead today by building teams and placing others. It is not about you.

1. Competitors will eventually catch you up and, if you are not careful, they will end up doing what you do only better. Do not rest on your laurels.

2. If you are top team this year, make sure you know what you have to change to be top again next year.

3. Never assume that people who bought your old products will buy even more of the new ones.

D. Konosuke Matsushita: Founder & CEO (1918-61), Panasonic

Every single person you meet is a customer.

1. Use your competition for your benchmark on quality and cost. If they can make it better and cheaper, then so can you.

2. Guard against product returns – your reputation is damaged with the retailer and the customer.

3. Make sure that no customer for your product feels they require a good inward quality check.

E. Andy Grove: President, Chairman & CEO (1987-98), Intel Corp.

Success breeds complacency. Only the paranoid survive.

1. Promote people who welcome a fast pace of change; given more responsibility they may blossom.

2. Put in systems that give managers the information they need in time to make rapid decisions.

3. Some people do not fit to the environment of continuous change; if they are reluctant; move them out.

F. Warren Buffett: Founder, Chairman & CEO, Berkshire Hathaway

I was wired at birth to accumulate capital.

1. Invest now for the future. Business is a long term activity and planning your strategy is as important as seizing the opportunity.

2. Make sure you understand the business model of your customers and suppliers as well as your own.

3. Look for opportunities that others are ignoring –that is the way to find the bargain.

G. Rupert Murdoch: Chairman & CEO, News Corp.

When you are a catalyst for change you make enemies-and I’m proud of the ones I have made.

1. Strike quickly do not take no for answer. Wrong foot the competition by getting your bit in first.

2. Offer enough money to overcome resistance to a take over but give assurances you will protect quality.

3. Put processes in place to demonstrate that your buying a company will not affect its integrity.

H. Carlos Ghosn: President & CEO, Nissan & Renault

Motivate is the ultimate weapon.

1. If you are continuously in fire-fighting mode, break out of it by putting time aside for planning.

2. Leave time in team meeting to discuss the way ahead for the team rather than just operational issues.

3. Go off-site regularly to get away from the day-today issues and work on your strategic plan.

I. Steve Jobs: Co-founder, Chairman & CEO, Appple

Steve understands desire!!!

1. Brand your self within-and outside of-the company and articulate your values to others.

2. Do what you love, and integrate your passions with your jobs task.

3. Identify supporters and create a net work of relationships that support your personal brand.

J. Jack Welch: Chairman & CEO (1981-2001), General Elecrtic

If you do not have a competitive advantage, do not compete.

1. Be a great leader. Company need team leaders who make teams greater than the sum of their parts.

2. Praise your teams when they have been successful.

3. Present your teams with challenges and they will thrive. Do their jobs for them and they will wither.

Nan George Lafley: Chairman & CEO, Procter & Gamble

The consumer is boss!!!!

1. If it is not broke, don’t fix it; stick it to your knitting-that is, improve what you do now.

2. Bring out knew products when you need to but make sure key customers will welcome them.

3. Introduce new product into existing markets, or take old products into new markets. Beware starting a new product.  

Sam Aun (Andy)

   

Types of Management

You lead today by building teams and placing others first. It is not about you!!

(Jeffrey Immelt)

Organizations today operate in a world of constant change. Technology and society are changing more rapidly than ever before. Concern for the environment has forced companies to think about how their actions affect the quality of air, land, and water. Competition is fiercer than ever, because organizations from all over the world now try to sell their products and services to the same customers. To survive in this situation, many types of management have been applied and implemented, and these include:

1. Management by objectives: It was established by Peter Drucker (1954). The main purpose of this type of management is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization. Here are some of the important features and advantages of Management by objective:

A. Motivation: Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.

B. Better communication and Coordination: Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

C. Clarity of goal: The goal of the organization has to be smart, and this goal has to be specific, measurable, actionable, reasonable, and time-bonded. This has to be introduced and disseminated to every level of the organization.   

D. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

E. Managers can ensure that objectives of the subordinates are linked to the organization's objectives.

2. Management by observation: We can compare this to managing diseases. We observe the progress of patient over a period of time to determine if the observed would benefit from intervention. With this, the employees can be managed by observing that they are present at the physical work place during accepted working hours and appear to be doing expected work tasks. Without objective setting may lead to presenteeism.

3. Management by Exception: This management devotes its time to investigating only the situations in which actual results differ significantly from planned results. The idea is that management should spend its valuable time concentrating on the more important items, for example, shaping the company's future strategic course.

4. Management by command: In management, command and control refers more generally to the maintenance of authority with somewhat more distributed decision making. In these civilian contexts, the term “command” is unfashionable, but the meaning is the same. Some management science theorists even hold that the idea is now obsolete. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways.

5. Management by walking around: This works best when you are genuinely interested in employees and in their work, and when they see you as there to listen. It sometimes requires to follow-up. When you can't answer an employee's questions on the spot, get back to them with an answer. This management should focus on the following:

A. Do it to everyone

B. Do it as often as you can

C. Go by yourself

D. Do not circumvent subordinate managers

E. Ask questions

F. Watch and listen

G. Share your dreams with them

H. Try out their work

I. Bring good news

J. Have fun

K. Catch them in the act of doing something right

L. Do not be critical

6. Management by value: This management is really important to be used in the present situation. The organizations look for many requirements from employees whereas the employees have high expectations from the organizations. With this, the organizations have to consider of the value of every employee so that they can put much effort in their work. These values can be:

            A. Caring for employees

            B.  Teamwork

            C. Honest communications

            D. On-time delivery

            E. Client involvement

            F. Entrepreneurship

            G. Excellence

            H. Integrity

Sam Aun (Andy)

Types of Management

You lead today by building teams and placing others first. It is not about you!!

(Jeffrey Immelt)

Organizations today operate in a world of constant change. Technology and society are changing more rapidly than ever before. Concern for the environment has forced companies to think about how their actions affect the quality of air, land, and water. Competition is fiercer than ever, because organizations from all over the world now try to sell their products and services to the same customers. To survive in this situation, many types of management have been applied and implemented, and these include:

1. Management by objectives: It was established by Peter Drucker (1954). The main purpose of this type of management is for employees to have a clear understanding of the roles and responsibilities expected of them. They can then understand how their activities relate to the achievement of the organization. Here are some of the important features and advantages of Management by objective:

A. Motivation: Involving employees in the whole process of goal setting and increasing employee empowerment. This increases employee job satisfaction and commitment.

B. Better communication and Coordination: Frequent reviews and interactions between superiors and subordinates help to maintain harmonious relationships within the organization and also to solve many problems.

C. Clarity of goal: The goal of the organization has to be smart, and this goal has to be specific, measurable, actionable, reasonable, and time-bonded. This has to be introduced and disseminated to every level of the organization.   

D. Subordinates tend to have a higher commitment to objectives they set for themselves than those imposed on them by another person.

E. Managers can ensure that objectives of the subordinates are linked to the organization's objectives.

2. Management by observation: We can compare this to managing diseases. We observe the progress of patient over a period of time to determine if the observed would benefit from intervention. With this, the employees can be managed by observing that they are present at the physical work place during accepted working hours and appear to be doing expected work tasks. Without objective setting may lead to presenteeism.

3. Management by Exception: This management devotes its time to investigating only the situations in which actual results differ significantly from planned results. The idea is that management should spend its valuable time concentrating on the more important items, for example, shaping the company's future strategic course.

4. Management by command: In management, command and control refers more generally to the maintenance of authority with somewhat more distributed decision making. In these civilian contexts, the term “command” is unfashionable, but the meaning is the same. Some management science theorists even hold that the idea is now obsolete. To the degree that you hold purpose and principles in common among you, you can dispense with command and control. People will know how to behave in accordance with them, and they'll do it in thousands of unimaginable, creative ways.

5. Management by walking around: This works best when you are genuinely interested in employees and in their work, and when they see you as there to listen. It sometimes requires to follow-up. When you can't answer an employee's questions on the spot, get back to them with an answer. This management should focus on the following:

A. Do it to everyone

B. Do it as often as you can

C. Go by yourself

D. Do not circumvent subordinate managers

E. Ask questions

F. Watch and listen

G. Share your dreams with them

H. Try out their work

I. Bring good news

J. Have fun

K. Catch them in the act of doing something right

L. Do not be critical

6. Management by value: This management is really important to be used in the present situation. The organizations look for many requirements from employees whereas the employees have high expectations from the organizations. With this, the organizations have to consider of the value of every employee so that they can put much effort in their work. These values can be:

            A. Caring for employees

            B.  Teamwork

            C. Honest communications

            D. On-time delivery

            E. Client involvement

            F. Entrepreneurship

            G. Excellence

            H. Integrity

Sam Aun (Andy)

How to Reduce the Resistance to Change

Change can be done overnight!!!!!!

When talking about changes, the first reaction will be gotten is resistance. This resistance is related to four basic situations such as (1) people can not foresee how the change will affect them, (2) people perceive that change does not fit their needs and hopes, (3)  people see that change is avoidable, and (4) people view change is not their best interest. Some other reasons such as fear of the unknown, economics, fear that skill and expertise will lose value, threats to power, additional work and convenience, or threats to interpersonal relations are also include. In terms of talking about the resistance to change, there appear some solutions that can be used to reduce this resistance to change, and these are (Rue & Byars, 2007, pp. 376-377):
 A. Building trust: When the employees trust and have confidence in management, they will positively accept change. This requires managers to go along the way toward building trust when discussing upcoming changes with the employees, and they actively involve employees in the change process.
 B. Discussing upcoming change: Fear of unknown is the main barrier to change. This fear can be greatly reduced by discussing any upcoming changes with the affected employees. Being open and honest have to be done during the discussion, and it is required to explain what change will, and why change is being made.
 C. Involving the employees: Involving the employees means more than merely discussing the upcoming changes with them. The key is to involve the employees personally in the entire change process. This is to ask for employees’ ideas and input as early as possible in the change process.
 D. Making sure the changes are reasonable: Making sure that change has reasonably been done. Proposing change at any department in the organization, it has to be reasonable whether change is really necessary to be done with it or not.
 E. Avoiding threats: Attempting to force or coerce change through the use of threats, the result will be negatively. This will decrease rather than increase the employees’ trust, and this will only lead to resistance.
 F. Following a sensible time schedule: It is required to use common sense when proposing a time schedule for implementing changes because changes can not happen overnight, but it takes time.

Sam Aun (Andy)

Caution of Change Management

When you make beyond your fear, you will be free.

Change management is really necessary for every organization, and it needs to be carefully and thoroughly done. It is acquired to study both human and organization so that change management can be effectively and efficiently put into practice. However, when change management is employed, some of the following words of caution have to be taken profound consideration (Palmer et al, 2009):   

1. Expect some unanticipated outcomes: Although there is a link between action and outcome is very controllable and predictable, there are likely to be some unanticipated consequences reinforcing outcomes and counteracting outcomes.

2. Be alert to measurement limitations: Assessing success of innovative practices is an inherently complex and ambiguous challenge, and that is why it is required to be wholly and watchfully studied and researched.  

3. Don’t declare victory too soon:  Do not declare the victory too soon because the result can be changed, but we can celebrate a win. As one said “Declaring the war won can sometimes be catastrophic”. 4. Beware of escalation of commitment: Escalation means intensification, and there are four factors that can lead to escalation, and these include (a) Project determinants, (b) Psychological determinants, (c) Social determinants, and (d) Organizational determinants. According to Keil & Montealegre, they identify seven practices that can help reduce escalation: (A) Don’t ignore negative feedback or external pressure, (B) Hire an external assessor to provide an independent view on progress (C) Don’t be afraid to withhold further resources/funding; as well as limiting losses, it has symbolic value in that it is a fairly emphatic signal that there is concern with progress, (D) Look for opportunities to redefine the problem and thereby generate ideas for courses of action other than the one being abandoned, (E) Manage impressions. Frame the “de-escalation” in a way that saves face, (F) Prepare your stakeholders because if they shared the initial belief in the rationale for the change, their reaction or an announcement of the abandonment of the change may be resist, and (G) Look for opportunities to deinstitutionalize the project.

Sam Aun (Andy)

How to Make Changes Sustainable

If you do not change, you will become extinct.

One said “Nothing stays permanent except changes”, and that is why it required for both human and organization to make changes so that they can keep track with the modern world and technologies. It is a bit hard to make some changes in the organization because the people themselves feel that changes will affect their benefits, or they are reluctant whether they can adjust themselves with the changes or not. In relation to making changes, many theories and concepts have been conducted in order to make changes sustainable, and these include (Dunford et al, 2009):

A. Redesign role: To sustain changes, we have to consider of the employers and employers’ roles in the organization, and then redesign them. When reallocating the roles, it makes sure that changes will not affect them but make them better. Moreover, these are also related to attitudes, behaviors, and beliefs, for they are abstract and hard to be changed. Taking into deep account on these related factors, and then changes can be implemented.   

B. Redesign reward system: Some people are afraid of changes because they think that changes will affect their incumbent benefits in the organization. This is actually related to reward system such as good merit, tenure, promotion or salary raise, and it is required to reorganize so that changes can move forwards and be successfully done.  

C. Link selection decision to change objective: Selection is one of the most subtle but potent ways through which cultural assumptions get embedded and keep going. One bad succession decision at the top of an organization can undermine a decade of hard work.

D. Act consistently with advocated actions: Organization members often wait for the signals from senior management that say “we mean it”, or “we don’t really mean it”, and then put it to “walk the talk” by making sure that there is demonstration, not just articulation.

E. Encourage voluntary acts of initiatives: Changes are more likely to become embedded if those at the operational level are supported when they took action to develop the specific form of the general initiative that they believe to be appropriate for their local circumstance.

F. Measure progress: Two kinds of measure are helpful and these are (1). Result measures “how we will know that we’re there and that we have done it.” and (2) Process measure “how we will know we are doing the things all along that will get us to it or whether re-adjustments are in order.” In addition, a balanced set of performance measures will include: Leading and lagging measure, internal and external measures, and cost and non-cost measures.

G. Celebrate “En-Route”: Zealous believers will often stay the course no matter what happens. Most of the rest of us expect to see convincing evidence that all the effort is paying off. Nonbelievers have even higher standards of proof. They want to see clear data indicating that the changes are working” said Kotter.  

H. Fine tune: One of the biggest challenges is to be able to adjust and refine elements of the change without this being interpreted by those affected as a sign of failure. It’s up to leaders to help people make sense of what’s going on, to shape and retell the story, and to explain that the core principles driving change remain complete.

Sam Aun (Andy)

    

Criteria for Management

The Least You Should Know!!!!

                                              Learning without using is to learn nothing

Management is the process of deciding the best way to use the organization’s resources to produce goods or provide services, and its main function is to make good decisions, communicate well with people, make work assignments, delegate, plan, train people, motivate people, and appraise employees’ job performance. Relatively, management is divided into:

  A. Levels of management: It depends on the size of the organizations. For example, small or medium scale organizations may need one or few managers whereas giant or large scale organizations require many levels of management, and these can be (Rue & Byars, 2007, pp. 4-7):

            1. Top/Senior management: This level is mostly required conceptual skills, and its main function is to establish the objectives of the organizations, to formulate the necessary actions, and to allocate the resources to achieve the above objectives. This level of management includes Chairperson of Board of Director, Chief Executive Officer, Chief of Operating Officer, Senior Vice President, and president (not involved in day-to-day problem but setting the direction)

            2. Middle management: This level is mostly required human relations skills, and its main function is to be responsible for implementing and achieving organizational objectives, and developing departmental objectives and actions. This level of management includes Department Heads and District Sales Managers.

            3. Supervisory management: This level is mostly required technical skills, and its main function is to manage operative employees; generally considered the first level of management. This level of management includes Forepersons, Crew Leaders, Store Managers and others.

B. Management tasks:

            1. Planning: A manager decides on goals and actions that the organization must take.

2. Organizing: A manager groups related activities together and assign employees to perform them.

            3. Staffing: A manager decides on how many and what kind of people an organization needs to meet its goals and then recruit, select, and train the right people.

            4. Leading: A manager provides a guidance employees need to perform their tasks.

            5. Controlling: A manager measures how the operational perform to ensure that financial goals are being met.

C. Management roles:

            1. Interpersonal roles: This includes a). Figurehead: Manager serves as official representative of the organization or unit, b). Relationship builder: Manager interacts with peers and people outside the organization to gain the information, and c). Leader: Manager guides and motivates staff and act as a positive influence in the work place.

            2. Information-related roles: This includes a). Monitor: Manager receives and collects information, b). Communicator: Manager distribute the information within the organization, and c). Spokesperson: Manager distribute the information outside the organization.

            3. Decision-Making Roles: This includes a). Entrepreneur: Manager initiate change, b). Disturbance handler: Manager decides how the conflicts and problems are solved, c). Resource director: Manager decides how the organization will use its resources, and d). Negotiator: Managers decides to negotiate the major contracts with other organizations or individual.   

                                                                    Sam Aun (Andy)

Image of Implementing Change

Change managers or agents play active roles in making every organization to move forward to reach its goals. They have high responsibilities and duties in delving the ways for appropriate changes, and they also have necessary image for making some changes, and these are included (Palmer et al, 2009, p. 160):

(1) Image of implementing change is director (frame breaking). Director refers to change image that is related to directing some changes in the organizations. It is required for change managers to have specific skills to ensure that they can deal with resistance to changes.

(2) Image of implementing change is navigator (frame breaking). Navigator refers to the image of implementing change that is related to navigating some changes in the organizations. This image is to investigate all kinds of interests in the organizations, and it also underpins that when it starts to change who will be affected.

(3) Image of implementing change is caretaker (frame validating). Caretaker refers to the image of implementation that is relevant to taking care of the reasons why these people are resisted to change. This image is to give the opinions and pave the ways for making some changes. Furthermore, this image of implementing change also related to learning the theories in order to apply in the organizations. In short, this approach of change manager is concerned with accepting the theories to make some changes.  

(4) Image of implementing change is coach (frame breaking). Coach refers to the image of implementing change that concerns with interpreting the activities and creating the new ways for making some changes in the organization. This image of implementing change is to identify the problems and make some changes. In deed, this image of implementing change is related to negative deviance for changing or eliminating.

(5) Image of implementing change is interpreter (frame breaking). Interpreter refers to the image that is related to interpreting the changes in the organizations, and it is related to both negative and positive deviance for changing something in the organizations. This could be to identify the problem and then change or what is doing well now and try to make it better in the future.

(6) Image of implementing change is nurturer (frame validating). Nurturer refers to image of implementing change that is concerned with nurturing some changes in the organization because changes can not be predictable. This image of implementing change is also required to learn the theories and then apply them in the organization for making some changes.

                                                                                  Sam Aun (Andy)