Change and Innovation Essay Example for Free

Change and Innovation EssayThe Governor of a certain Province has been plagued by problems on low-productivity turnout and project implementation troubles that delay project completion and reduce effective delivery of service to its constituents. This has likewise been voiced by the foregoing government activity, so to correct this possible relapse a sodding(a) revamp of the department has to be apply. Top precedingity of his agenda was to hire an Architect who go forth contribute to the woods the department concerned and enforce the pick upd modification to provide the dynamics of a vibrant administration that puts premium on the welf atomic number 18 of its constituents. The ScenarioChecking on the management brass that has been in effect, the Architect found different flaws the staff has been underachieving because the work assigned to all(prenominal) of them did not correspond with their degree of expertise the planning fragment was in disarray because nobody could stand-up to make vital decisions the system lacked incentives, thats why around psychenel go to work late and leave early. Besides taking great time breaks diverse paper works do not follow a regular pattern. Thus, secerns suffer delay and however payroll departments argon not processed on time (American Society of Associates Executive 2003).Various suppliers secure materials staged at a central wargonhouse and department inspectors check the deliveries do. Said process takes too long that payments were r arely prompt. Project railroad engineers were required to withdraw and deliver to the site the necessary materials when implementing projects a system that entails geminate handling of materials and added fuel cost. Personnel in the field failed to follow befitting time management because implementing engineers seldom reported to the site. The equipment pool lacked proper assessment while m either endured long use but did not undergo timely maintenance.Equipment c annot be dispatched on time so that project engineers had to wait, eventide during critical junctions of the formulation process. No schedules were ever followed over the use of equipment while only those favored have the liberty of priority accommodation. And lastly, the engineers capabilities were in question for many appear to lack building experience that made the reliability of finished projects doubtful. The Revamp Upon assumption of office, the Architect made a thorough evaluation of each employees capabilities and then proper segregation of voices was put in effect.The administration handled time management to put wiz over to it that personnel report on time that break time rules are implemented that tardiness and absenteeism are dealt with same penalties and that proper decorum is observed at all times (Time Management 2007). A working set-up was besides devised to speed-up processing of documents to avoid unnecessary delays in the discharge of work orders, payment vouchers, travel orders, equipment requests and the approval of payroll requests. A stratum head is made answerable directly to the Architect for this yield.The planning division was too initiated with personnel divided into functional units. The design sector aims to conceive the projects bespeak by the Governor. Once designs are approved, the drafting section takes over in coordination with the structural section, sanitary section, electrical section and mechanical section, if required. And when plans are completed, some are tasked to work on the specifications, program of work, PERT CPM, a bar chart and instruction documents while others prepare the plans for printing. exclusively of these are reviewed and approved by the architect prior to submission to the regulator and implementation. Likewise the equipment section also had its share in the revamp. The designated head has to account for all equipment in its arsenal. separate those in penny-pinching and running condition , equipment that needs minor repairs, equipment that has to be totally overhauled and equipment that has to be discarded. The section also prepares a list of equipment that has to be purchased and submitted as essential, and sees to it that all project engineers have access to equipment when required.A proper equipment release and return scheme should be devised to make erring personnel accountable for their action. The division that undeniable priority reorganization was the project implementation division. The architect ordered that project engineers undergo construction agitate of direction training before they can be dispatched to construction sites. This is the most important aspect of the revamp because stroke of the project engineers will affect the safety of individuals that will benefit and use the finished project.This also is an self-assurance that the Province adheres to the safety rules and regulation required by the National Building Code (Wikipedia Contributors 20 07c). Besides those in Government cannot afford to waste public funds by doing sub-standard projects. An additional section was organized to oversee all projects in the field daily with reports of the previous day handed in the morning prior to their sorties during the day. This way, the Architect is always abridged of proper project evaluation as well as construction accomplishments while related problems are resolved immediately.This also serves to entice field personnel to report on time and render the 8 hours work required daily and project engineers to be around to conduct their technical know-how in the implementation of the project. Another aspect that the Architect revised is the delivery of materials. Since materials are requested per project subject for implementation, winning materials dealers are now required to deliver direct to the site, to save on double handling expenses. Materials after delinquent inspection are turned over to the project engineer concerned, who will be accountable should anything happen to the materials out of his negligence.The Architect relied heavily on the management system of delegation of authority, to give all those involved personnel professional advancement (Delegation of Authority 2006). If a person delivers on the target expected, naturally incentives are provided to keep the momentum always in high gear. Underachievers are likewise given over time to recoup and reconsider the causes of his debacle and when really inefficient are given the release order. We have to weed out the bad apples from the good, so only the reliable ones should remain.RisksIn any new endeavor there will always be adverse effects, whether pros and cons, depending upon the degree any change would affect individuals. In our case, the long exposure to a system that has been redundant will be a defining factor as to who perceives it to be good and those who are not receptive to a regenerate environment. For those assigned to man the administ rative division, change implied the systematic division of labor as each one functions relative to others. If one falls short, the whole system becomes ineffective, just like the domino principle in economics (Leeson, P. T. t al 2001).Everybody is required to do his share to keep the workplace humming. The planning division was not affected, since their tasks were clearly defined so that overlapping of functions can be minimized. Respect and trust to the division head is the contributing factor, as allbody relies on his experience and perceived intelligence to answer relevant queries. Of prevalent importance is the implementing arm of the division, the project engineers. On their shoulders rests the completion of projects, so re-trainings are vital to the success of the projects (Wikipedia Contributors 2007b). even so if we have monitoring teams to check on their accomplishment, it is their intelligence and experience that will eventually dictate the yard of their work. All other personnel needed the time to adjust and such will be achieved through and through mastery and familiarity of the new system. Evaluation of risks All the smart boys will never enter government service, so it is generally perceived that those in government are above average political appointees. And owing to their punch with the powers that be, they are the last segment that would be receptive to change.What makes it even harder is the polite Service eligibility that protects their tenure even if they become a total recluse in their duties as public servant (Reinventing the State Civil Service 1995). Thus, this realignment is only made in part to appease the timid employees, while putting a lot of pressure to groups that found the revamp more in line with their educational attainment and experience. Those initiating change are always walking in a tightrope for there are eyes and ears that validate your every move, failure to comply will normally get the ire of well placed politicia ns.In the import of these changes, many employees will need resettlement and the encompassing revamp should put them in positions that they can save function accordingly without having to compromise. It is a fact that change will be a hard pad of paper to swallow for those comfortable with the previous system but it is a necessary evil in order to succeed and attain development goals. Change versus benefits The change instituted may create temporary, minor discomforts to rank and saddle personnel, but surely the rewards will be for the benefit of the greater majority.Just imagine when projects implemented are not only deemed safe and secure for those countless beneficiaries but also when construction time is good reduced at the least cost to the government. We dont need change simply to take over from the old guards. We need it to create a more cohesive workforce that can spread over to the needs of a more restive and demanding society. Government cannot be complacent amid cal ls for rapid development in the indus pick up, labor and even the protection of the environment. Moreover, only governments can concretize those changes in place.RatingThe revamp that has been implemented should produce a positive rating especially if implemented with private entities. But for a governmental institution, rating should be around 4. These changes should reduce red tape in the bureaucracy should provide the nerve impulse for employees to perform well. These changes would have a positive effect on the employees self-worth a beacon for those that inclination professional advancement and most of all, constituents will benefit from all of these changes. Comment on rating The bureaucratic structure of the government is never 100% receptive to changes.Even if such changes would encompass welfare to a greater majority. Many will always suspect the intentions behind these changes, how honorable it may be. Such will be counter-productive as you dilly-dally to harm your work e thics and your productivity suffers. For these changes to be effective require a thorough reorganization, meaning personnel from rank and file up to the executives are all chartered simultaneously. This way, the chief can mould his team to respond swiftly and accurately. Where everybody functions as they should and without due consideration from previous employment.But since this is not possible, we have to make do with what we have and hope that everybody will have a change of heart and do what is necessary. Raising potential The foremost solution is improve conditions at workplace, try to do some assessment and formulate ideas to probably change the decor, the air-conditioning might be too constrictive or your rapport with your employees might be too militaristic that hinders proper communication and limits production output. All factors will have to be considered to make it conducive to workers. Secondly, it is important that as manager, you are readily aware of your employees potential.Allow them to attend seminars and training to improve their capabilities and you should be lavish in your praise for a good work done (Practice Management 2006). And always strive to fight for their cause, ask for incentives that would be due to employees that made a dent to improve performance (Management Incentives Program). Communication Being true to your word with a posture of honesty while strict but also compassionate are the traits of a forge manager. With these gestures you are communicating with your subordinates a sense of overbearing confidence that should mitigate respect and admiration.You dont need to raise you voice to relay what you want. A fair handling of the situation can overhear for you the trust that each employee needs from you. A good manager is seldom intellectually bright, proof of the matter are generally geeks never become good managers. It is always your emotional front that makes you a good communicator. Although the most reasonable form of communication ever devised is the weekly reporting system reports are commonly handed to the Head of office before the weekly forum starts, this have defined countless establishments and an effective tool even in government (Wikipedia Contributors 2007a).