Copyright© 2003, Dynamic Management Solutions “It’s Your Organization” “What are you going...

Copyright© 2003, Dynamic Management Solutions

“It’s Your Organization”“What are you going to do

with it?”Dynamic Management SolutionsPhone: 210-215-1568Fax: 830-885-6138 Email: [email protected] Website: www.changeorfail.com


Six Reasons Why You Should Use Us

Implement a Management/Problem Solving System To:

1. Gain Organization to Organization-Individual to Individual “Engagement, Continuity, and Support”

2. Eliminate Organizational Conflict, Disagreement, and Uncertainty

3. Identify and Remove Process, Political, and Performance Barriers

4. Make Fast, Accurate Cross Functional Decisions

5. Gain Total Group Ownership, Agreement, Trust, and Enthusiasm

6. Gain 25 to 100% Measured Performance Improvement

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Organization Connected to Your Career

Your career success will be directly related to:– How you obtain knowledge of and manage

• The competencies of: – Yourself

– Other “Individuals” in your organization

– “Managers” in your organization

– “The Organization” it self (rules, policies, ethics, etc)

• Continuous change with continuous improvement– Create a personal career strategy

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Copyright© 2003, Dynamic Management Solutions 25 To 100% Performance Improvement.

Client Qualifiers

___Yes ___No Do you KNOW where you want to be in the future?

___Yes ___No Organization PERFORMANCE is at the highest level possible?

___Yes ___No Convinced the organization initiatives are ALIGNED to your success factors?

___Yes ___No Convinced all INITIATIVES will get you and the organization where you need to be?

___Yes ___No Satisfied with all of the organization’s PROCESSES?

___Yes ___No Sure the KEY MANAGEMENT team is aligned/able to get you where you need to be?

___Yes ___No Convinced THE CULTURE (How The Organization Thinks, Feels, & Acts) is aligned (without disagreement, conflict, or incompetence)?

___Yes ___No Confident you have the TOOLS-TECHNOLOGY required to get you where you need to be?

8 questions5


ProductOr

Service

Your Career: Will Depend On Changing And Controlling

Self Competency

Revenue Growth Vs. Cost Containment Long Term Vs. Short Term

Trust Vs. Change

People Vs. Productivity

Creativity Vs. Discipline

Run The Business/Change The Business

Job Match

Personality

Skills And Knowledge Likes And Dislikes

Ethics

Politically Correct Vs. Results Oriented

Strategy

Customer

Simplify Technology

Measure

People Power

Feel, Act, Think

ManagementCompetency

Measurements

Communications

Decision Making Experience With Change

Processes

Innovation

Functions Motivation

Sponsorship

Competitor Benchmarking

Individual’s Competency

Organization/Business Competency

Leadership

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How you can do it?

1 or 2 day workshop uses exercises and processes to prioritize issues and

establish corrective action

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Group Exercises Identify & Assess

Self Competency

Organization Competency

Management Competency

Individual’s Competency

Prioritize issues

Prioritize Issues Within Categories

Prioritize issues

Prioritize issues

Prioritize issues

Integrateall issues

Issues Integration

& reprioritize

Determine ActionsAssign responsibilities

Problem:Symptoms:Recommended Action Plan:Benefits:Measurement:Team Members:Champion:

Workshop Flowchart“Total Group Agreement”

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• Self

• Organization • Management

• Individuals

• Time

• Money

• Quality

• Quantity

• Do More of

• Less of

• Different

• Not All

• Knowledge - Business -Market -Customer

• Skills - Analytical -Interpersonal - Functional -Leadership

• Attributes -Team player -Goal/Results oriented - Flexibility -High energy

Action PlanDesign a precise strategy that will allow you and the organization to continuously move forward by addressing:

Competencies Requirements Measured Develop

Performance Enhancing --- Motivational---Developmental


Future Career Successes In Leadership:

– Review:

• Examples: Other Organization’s Success

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Gain Visibility and Control of Any (or All) Issue(s)Gain Visibility and Control of Any (or All) Issue(s)

Admin NursingPhysicians

Level 1

Level 2

Level 3

Level 4

I.S.

“Critical Functional Issues and Concerns”

“Cri

tica

l Lev

el I

ssu

es a

nd

Con

cern

s”

Issues:-Identify

-Categorize-Prioritize

Scientific Affinity Process

Critical Information

World Class Problem Solving

Problem:Symptoms:Recommended Action Plan:Benefits:Measurement:Team Members:Champion:

“All Actions Will Have Total Group Agreement”

“FAST Results”“FAST Results”- Remove Barriers- Gain Cross-functional Commitment - Achieve World Class Process Improvement- 25 to 100% Improvement

- Remove Barriers- Gain Cross-functional Commitment - Achieve World Class Process Improvement- 25 to 100% Improvement

-Precise Focus On Critical Issues-Assign Best Resources to Issues- Lead By “The Best,” - View and Measurement of Total Org

-Precise Focus On Critical Issues-Assign Best Resources to Issues- Lead By “The Best,” - View and Measurement of Total Org

Distribute and Delegate Resources With Exceptional Efficiency Distribute and Delegate Resources With Exceptional Efficiency

Process, Measurement, Performance, Skill, Tool, And Culture Issues Will Be Identified

Labs

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The Organization Competency

Measure and address organizational success factors with world-class problem solving sessions

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Copyright© 2003, Dynamic Management Solutions 26

Management’s Responsibilities

Accurately identify and measure, the management factors limiting your organization. Use world class problem solving techniques to address these factors.


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Individual’s Responsibilities

Identify and address the factors that are critical to any organization’s success. Measure and prioritize issues for maximum organization focus on corrective action.


Develop Your Own Career/Leadership Strategy

Leadership is about ambiguities, not certainties• Diagnose “group need and resistance to change”

– Leaders must know their dilemmas

• Determine a clear message from mixed signals– Both leaders and followers must be able understand their impact on

the performance of the organization

Learn how to manage and develop a changing organization– Self

– The Organization

– Management

– Individuals

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Close

• Review Agenda

• Questions & Answers

• Summarize

• Close


Six Sigma, What is It?

• 6 Sigma – 3.4 Errors Per One Million Opportunities– What your organization is capable of

• 3 To 3.5 Sigma– Where Most Organizations Are Today– 65,000 Errors Per One Million Opportunities– 98% - 2 Errors out of 100 Opportunities

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In Everything you do


The Most Critical Executive Problem

• Most managers are placed/promoted– Without formal management training

• Continue to manage – Without ongoing management development

• What impact does this have on organizational performance?

4


Our system of diagnostic assessment and problem solving processes will address

“ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. 6

What Stops Organizations From Being World Class Results of Research by Covey-Franklin, University of Chicago and Many Others:

• _____ of All Management Decisions Are Made in an “Irrational Manner”

•______ of Mgm’t Time Is Focused on Something “Other Than Organizational Value”

• Employees Believe That______ of Their Work Activity Is of “Minimum or No Value”

• CEOs Believe More Than _____of Workers Activity Is of “Limited or No Value”

• _____ of the Employees Are “Dissatisfied With Their Job”

• _____ of the Employees Have Been Abused by the Organization/Management Taking Credit for or Giving Credit to Someone Other Than the Contributing Individual

• Most Dissatisfying Factor of the Job for CEO’s Is _________________


Our system of diagnostic assessment and problem solving processes will address

“ANY OR ALL Of THESE FACTORS” with 25 to 100% performance improvement. 7

What Stops Organizations From Being World Class Results of Research by Covey-Franklin, University of Chicago and Many Others:

• 90% of All Management Decisions Are Made in an “Irrational Manner”

• 80% of Mgm’t Time Focused on Something “Other Than Organizational Value”

• Employees Believe That 51% of Their Work Activity Is of “Minimum or No Value”

• CEOs Believe More Than 70% of Workers Activity Is of “Limited or No Value”

• 49% of the Employees Are “Dissatisfied With Their Job”

• 80% of the Employees Have Been Abused by the Organization/Management Taking Credit for or Giving Credit to Someone Other Than the Contributing Individual

• Most Dissatisfying Factor of the Job for CEO’s Is “Managing People”


Most Organization Strategies Are Like A Thunderstorm In The Desert

Thunder

Lot of Noise But, Not much Rain (action) Hits the Ground

Correction of One Problem Is Like Throwing a Rock Into a Lake, It Causes Ripples That Impacts Others

Research Admin MktingFinance

Level 1

Level 2

Level 3

Level 4

Fat Between The Ears

8

Feel

Act

Think

Very Few Are Successful When It is Negative

FAT+ -

Organizations Are Like A Ball With A Hole In It

If Energy Is Not Pumped In -They Will Go Down

Rock


Fat Between The Ears Feel Act Think

Very Few Are Successful When It is Negative

FAT+Positive -Negative

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“Most Organization Strategies” Are Like “A Thunderstorm In The Desert”

Thunder

Lot of Noise But, Not much Rain (action) Hits the Ground10


Correction of One Problem Is Like Throwing a Rock Into a Lake, It Causes Ripples That Impacts Others

Research Admin LabsFinance

Level 1

Level 2

Level 3

Level 4

Physicians

White Space ManagementWhite Space Management

Rock

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Facilities

Board Funding Com Political CEO Hosp ER Physicians Nurses Dietary- Admission Labs &

of Dir Body Group Organ Directors Staff Maint.

Issues and Concerns 2151 52% 19 -28% 99 18% 82 28% 56 66% 169 17%386 25% 54 83% 56 34% 46 31% 182 31% 298 41%672 95%

Are Determined by the Organization Rank Rank Rank Rank Rank RankRank Rank Rank Rank Rank Rank RankI want mgm't to work together with shared goals 9 1 15 3 2 9 8 6 21 11 4 2 1To be able to trust all levels of mgm't and supersvision 12 2 4 18 1 5 6 3 4 9 2 4 5Timely,open and honest communication at all levels 13 3 16 8 3 4 17 5 11 16 3 7 6Know what skills and behaviors are needed for success 5 4 22 7 4 2 13 2 18 6 10 5 14Be involved in shaping plans and decisions that effect me 26 5 28 21 15 19 5 1 2 3 14 1 8Conflict between groups eliminated. 24 6 7 23 11 32 12 9 8 22 9 3 10All of us be aware and responsive to needs of each other 14 7 8 15 5 1 4 7 23 7 22 9 23Problems identified (not hidden) and acted upon quickly 19 8 6 27 16 23 23 8 27 29 7 15 3Team based acivities in process improvement 21 9 2 11 29 8 16 15 28 8 13 11 21Mgrs/Supvs sensitive & responsive to needs/concerns of people 17 10 14 36 36 22 25 13 13 44 8 10 2Everyone to keep the commitments they make 44 11 33 2 26 37 15 10 31 10 23 8 16Policies to be applied consistently 54 12 20 33 19 14 21 12 12 1 6 12 11The assessment of my performance to be fair and consistent. 15 13 34 22 32 26 9 16 33 28 21 20 17Take appropriate action on those not meeting job requirements. 27 14 24 34 22 39 40 21 10 5 5 26 4Unnecesary policies and procedures eliminated 45 15 39 14 25 17 14 4 39 45 19 16 28

Competency Risk Analysis By: J ob Category Top 1 thru 5 Issues

Top 6 thru 10 Issues

Legend:

Top 6 thru 10 Issues Vulnerability

External Internal

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This system will identify the top issues for each of the categories chosen by the client

Learn to maximize your resourcesby working on the right issues affecting each category. Eliminate the waste of working on the wrong issues.

Scientific processperformed by the organizationdetermines issues and concerns

Copyright© 2003, Dynamic Management Solutions “It’s Your Organization” “What are you going...

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