3.0. SR 02-17-2004 - Laserfiche WebLink

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or dependent functions, changing the number or reporting relationship of de- partments or divisions, or otherwise changing organizational structure. Managerial change strategies involve changing management policies or prac- tices, such as reward systems or the rela- tionship between management and labor. Examples include broad-banding a personnel classification system, imple- menting results-based reward systems, and involving employees in decision making. People change strategies involve ac- tiveiy engaging the people in the com- munity or employees working within an organization, through changing their at- titudes or beliefs, or upgrading their skills and capabilities. With a clear and concise vision, goals and objectives to move toward the vi- sion, and specific strategies, it is time to move to Step 3, that of implementation. Step 3: Implement the Strategies Implementation is the most difficult step, and it is the point at which most strategic planning or management ef- forts fail. To ensure success, implemen- tation strategies must be specifically as- signed, ~4th time frames clearly defined. Oversight to ensure accountability also is important. There are several keys to successful implementation: Leadership Commitment. Community and political leaders, the CEO, and top managers must be clearly committed to the established vision and plan for suc- cessful implementation. Leaders must be catalysts for implementation, both symbolically and in substance, or the vi- sion has little hope of being realized. Linkage to Budget Decisions. The budget is the most effective driver of change. For strategies to be imple- mented, goals and objectives achieved, and a vision realized, these must be clearly and specifically tied to the bud- get and to the budget decision-making process. Organizational Structure. Structure also is a powerful driver of implemen- tation and change, as the structure identifies and communicates key activi- ties and the manner in which they will be coordinated to achieve the commu- nity's or organization's vision. The vi- sion, goals, and objectives should be clearly reflected in the structure of the organization. Community or Orgsani,ational Culture. Culture reflects shared assumptions, be- liefs, and values that influence action within the community or organization. ENHANCED SELECTION DECISIONS Rmucm Cosr Pm Ham Since 1985 the Corporate Interviewing Network has helped employers make better hiring decisions while saving substantial amounts of time and money. We conduct structured interviews of your job candidates in our offices nationwide. Captured on videotape and delivered overnight, your selection team will now see and hear all your qualified candidates before going face to face with bona fide finalists. Our proven process allows you to broaden your search and will do more than just substantially reduce your cost per hire. · '~ Compress ~ Tune Frame of your "e Document EEOC Compliance and Stuffing Efforts Further Scarf Diversity Goals ~. Save Valuable Management Tune ~ Foster Selection Team Consensus Make Better Selections -- Expand Your Field and Screen.In More Candidates ~ Call C1N Todayt. CORPORATE iNTERVIEWING ~NETWORK, INC. 800o476-7588 Corporate Headqu~tees in Sa~ Diego, C~lifomi~ Or. es in Princip~ C~es N~,Jonwide PUBLIC MANAGEMENT 31