Change Management Essay

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Why the need for change?
 The children of the church are not active and attendance is low for anyone under 25.
 Boredom keeps the children from attending  We as church members need to set a better example and give the children a safe and fun way of learning the Word and still maintaining their youth

Strategies
Reform
Teach more.
Update more.
Feed more.
Inform more.

Teach More
Teach ways to develop new skills of their interests in their lives
Youth need information because that’s what they feed on
Answer their questions and give them feedback in a way they feel they aren’t being judged. Necessary components

Awareness
Desire
Knowledge
Ability
Reinforcement

RESISTANCE TO CHANGE
•
•

Lack of info about changes
Protect vested interest and for convenience •

If no participation

•

If reminded of past failure

NEDA EXPERIENCE
The Rationalization Program
•
•
•
•
•

Strategic shift in its mandate and functions Organizational structure – recommends the creation of a 4th
DDG structure – concentrates on
CSO
reorienting decision-support
On staffing pattern – vacant funded positions and filled up positions be used as basis for
Formulation
of Implementation revision Plan/ Mitigation

NEDA EXPERIENCE

Implementing Rules and Regulations
Effectivity of the IRR of EO 366 –
4 October 2004
Organize a Change Management
Team with a union or rank and file representative NEDA EXPERIENCE
Proposed Organizational Structure of DIS –
Library Services Division
Director IV
Director III
Support Group
Public
Relations
Division

Multimedia
Division

Knowledge
Resource
Division

DIS Mandates/Key Results Areas/ Functional
Review
• Existing Functions
• Proposed Function

NEDA EXPERIENCE
Justification for the Proposed
Knowledge Resource Division
•

Maintains the NEDA Knowledge Center

•

Performs not just the ordinary library functions

•

Establishes a network of libraries and information centers

•

Strengthens coordinative work with the NEDA
Regional Offices

•

Actively pursues its digitization process

•

Takes charge of distribution program of NEDA publications and information materials

•

Focuses on knowledge management

NEDA EXPERIENCE
Assessment of Knowledge Resource
Division Functions
•
•
•
•
•
•

Dysfunctions, gaps and problems of its present function Clients/beneficiaries of outputs/service, e.g.
Internal/External
Measures by which Office/Staff can create added value for its customers
Core functions presently performed and not performed Suggested ways to improve service delivery
Relevance of the NEDA Knowledge Center in the
Organization
Rationale
Action Plan
Directions and Outlook

NEDA EXPERIENCE
Competency Job Profiling
•

By position

•

Qualifications (CSC QS and Preferred)

•

Job Outputs

•

Duties and Responsibilities

•

Competency Requirements

Identification of interventions: training needs assessment NEDA EXPERIENCE
High Performing vs
Traditional TASKS
High Performing

VS

Traditional

Self-directed

Boss-directed

Vision focused

Function focused

Results based

Time based

Total quality

“Pwede na”, “Good enough”,
“Bolelah

Quantum leaps in productivity

Static incremental changes

Continuous improvement

Fixed quotas

Highest value added per employee Lowest cost per employee

Employees as knowledge workers Employees as non-thinking followers Cooperation

“It’s not my job”

NEDA EXPERIENCE
High Performing vs
TraditionalSYSTEMS
High Performing

VS

Traditional

Lean (3-4 levels)

Hierarchial (5-15 levels)

Independent business units

Bureaucratic congiomerates

Self directed work teams

Fixed job descriptions

Cross functional/enriching work
Show More

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