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Sustaining Operations

The document discusses planning for continuity and growth in a business by sustaining operations beyond initial goals and extending to ongoing development. It also covers the importance of change, including the objectives and types of change, and providing guidelines for managing change effectively. Finally, it emphasizes the manager's role in developing subordinates through delegating tasks, empowering employees, and rewarding accomplishments in order to ensure succession and the ongoing development of the organization.

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Darwin Meneses
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151 views16 pages

Sustaining Operations

The document discusses planning for continuity and growth in a business by sustaining operations beyond initial goals and extending to ongoing development. It also covers the importance of change, including the objectives and types of change, and providing guidelines for managing change effectively. Finally, it emphasizes the manager's role in developing subordinates through delegating tasks, empowering employees, and rewarding accomplishments in order to ensure succession and the ongoing development of the organization.

Uploaded by

Darwin Meneses
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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PLANNING FOR CONTINUITY AND GROWTH

• The true measure of success in managing a business is


not to hit one short-term goal and then stop and close
operations. From the very start, you must plan for
continuity and growth. The GEMS process does not end
with the measuring results stage. It should extend to the
fourth stage known as “Sustaining Operations”.
THE TWO KEY CONCEPTS OF MANAGEMENT
WHEEL
WHAT IS CHANGE?

• The object of change is improvement. If change does not


lead to improvement, it is not desired change. Desired
change may involve: Repair and Restoration, Continuous
Improvement, or Breakthrough Change. All three types of
change may be desirable and they could all happen at the
same time.
THREE TYPES OF CHANGE:

• Repair and Restoration – is the type of change involving an immediate


action to avoid disruption in operation such as adoption of new safety
rules or a new procedure for handling customer complaints.
• Continuous Improvement – involves a deliberate plan to institute a
company policy or program such as productivity improvement program
or an employee sports and wellness program
• Breakthrough Change – involves a major or dramatic change such as
transferring the entire company operations to another location or going to
the export market.
CHANGE MANAGEMENT

• Change may happen by accident or it may be planned. In


either case, you must be able to manage the change
process very well. And to be able to do that, you must
acquire a working knowledge of the change process
concepts and some tools and techniques in managing
change.
GUIDELINES TO CONSIDER IN MANAGING
CHANGE:
• Have a clear vision of the future (end) state of the change process
and communicate it to all employees concerned.
• Describe accurately the present state of things which you are
aiming at improving.
• Explain the step-by-step process that will take place; set milestones
with specific goals to be achieved throughout the change process
• Formulate new policies and procedures to implement company-
wide support for the change.
• Be sensitive to issues and concerns of employees; provide
guidance to ensure alignment to critical values and attitudes
to secure buy-in and support for the change.
• Show a strong visible leadership support during the entire
period of change.
• Communicate to the employees the purpose, benefits,
including possible risks and consequences of the change.
• Define the participation and roles of key people involved in
implementing the change.
• Measure the speed and level of improvement gained
over time, make timely corrective action.

• Document and periodically review the results of the


change; ensure that the change is sustained.

• Celebrate success and gains resulting from the change.


DEVELOPING PEOPLE

• A good manager should take direct responsibility to develop subordinates.


This important function ensures succession in the management of the
organization – and thus ensures continuity and growth. This involves:
A) Delegating Important Tasks;
B) Empowering Employees; and
C) Rewarding Accomplishments
DELEGATING

• Is assigning authority and responsibility to a subordinate for carrying


out specific activities.
• As a manager, you will find it necessary to delegate to enable you to
accomplish more work than what you can do alone. This is the reason
why management is sometimes defined as “getting things done through
other people”. A behavioral modelling trainer suggests practical steps in
delegating authority and responsibility:
1.) Define clearly the new job you would like the subordinate to handle and why
he/she has been chosen for the responsibility.

2.) Describe in detail the specific tasks or activities to be done and performance
standards

3.) Ask for questions and suggestions, in a favorable climate so that the
subordinate will be open and frank in his/her questions and suggestions.

4.) Get the subordinate’s acceptance of the responsibility and ensure your help
in his/her handling of the new track.
EMPOWERING

- refers to manager’s actions that will allow the subordinate to initiate action,
give him/her encouragement, and support to implement solution. The
following are some examples of statements you will find effective in
empowering subordinates:
1.) “Is there anything you need to implement your idea?”
2.) “I think you have immense potential to do better.”
3.) “Good! I know you can do it. Let’s talk about it again after two weeks.”
REWARDING

REWARDING is done to recognize the subordinate’s achievements in order


to further motivate him/her to work better and harder. There are several ways
to reward good performance. You may want to consider any or a
combination of the following:
• Positive Feedback
• Promotion
• Additional Fringe Benefits
Positive Feedback – there is no better motivation that the superior’s
positive feedback on the subordinate’s good performance.

Promotion – This involves a formal announcement elevating the


subordinate to a higher position or rank like “supervisor” to “assistant
manager”

Additional Fringe Benefits – Some companies give additional or new


benefits to newly promoted employees such as a new office, a laptop,
cell phone, or a trip to beautiful places!
NOTE: For the continuity and growth
of the business, you must promote
change and develop subordinates.

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