The system proposal and the individual performance the functionals

BSBLDR601 Lead and manage organisational change

Nome: Jose Junior

XYZ is part of a group of investment companies owned by a local bank. When XYZ was established, it inherited the internal structure and culture and other internal systems of the Bank. Over time, the HR Manager at XYZ realised that the performance management system (also inherited from the Bank) was ineffective. This was mainly due to the inappropriateness of the system, which was caused by the differences between the Bank and XYZ operations. After many consultations with the Bank, board of directors, and executive management, the HR manager succeeded in getting approvals on restructuring XYZ organisation. Last year the manager, redefined the Vision, Mission, and Values statements. He redesigned the organisational structure from a vertical to a horizontal hierarchy. In addition, he redeveloped the organisational strategic goals. Since the beginning of this year, he has been heavily involved in changing the organisational culture.

The Challenge:

AP&C was assigned to manage the introduction of the new Personal Performance Management System - SPMS and appointed me to be responsible for the implementation. The need to adopt a new system is due to the increase in the number of projects, a relevant concern of the HR manager. The implementation of SPMS will make the routine more dynamic and facilitate the access and monitoring of the team's performance indexes. The system proposal and the individual performance of the functionals, giving an overall media of the team and the available resources. The change is necessary and fundamental, since it has already been identified that the system acquired by the bank does not meet the needs of XYZ, as it is not possible to evaluate the performance of employees. This change is necessary and will improve the progress of activities, the monitoring of tasks to be done and a way to better understand the skills of each team member.

2. Who are your stakeholders’ groups?

• Real estate customers

• AP&C directors

produce optimization and efficiency to avoid failures, reliance on resources to complete tasks,

create transparency, and provide a safety net during project execution. For this to be carried

document all the competencies, responsibilities, roles and even hierarchy relationships

that will be formalized during the project.

o Review the availability of resources and the WBS (Project Breakdown

Structure);

o Quantify resources by activity;

o Depending on the project, knowledge of local legislation is required.

be the mobilization of teams, materials and even equipment. On the other hand,

relevant to the performance of the functions.

successful completion of a project. It's one of the best ways to avoid time and budget mishaps. This step needs to be performed throughout the project cycle, from scheduling to resource allocation. This monitoring and control also reveals whether what was planned is being fulfilled and the need for corrective action during execution.

After the meetings are held, the change process will be better distributed among the members and those responsible. That way we will have a more willing and focused team, where no one is overloaded, and the process runs smoothly.

The third suggested step is to delegate responsibilities to each leader, making them feel the need to communicate with employees, informing about the change processes and defining those responsible for the steps. Follow-up meetings will be held to ensure the progress of the process. In addition, this step lists the necessary review points that can be made.

Kotter, J.P. – Leading Change Harvard Business School Press.

MOSCOVICI,F. Desenvolvimento Interpessoal: treinamento em grupo. Rio de Janeiro: José Olympio, 2001. P. 160)