Todevelop the Knowledge and Skillsrequiredtocreate a Culture of Continuousimprovement And

Alfred Nobel Open Business School Switzerland

ManageContinuousOrganisationalImprovement

Todevelop the knowledge and skillsrequiredtocreate a culture of continuousimprovement and toplanchangeforimprovementwithin an organisation.

IndicativeContent

1. Understandhowtocreate a culture of continuousimprovement

Organisationalfeatures

•Cultureincludingequalityissues, type of organisatione.g. co-operatives; structure, encouraging input fromemployees, communicationstructures (two-waycommunication), communicationwithallstakeholders, role of Government/legalrequirements, research and development

Leadership and management styles

•Encouragingdiscussion and consultation, consultative management styles, leadershipstyle, supportingcommunication – team meetings, discussiongroups, receivingsuggestions etc., acceptance of risk

Learningorganisations

•Crossorganisational and collaborativeworking, team working and learning, seekingfeedback; sharedvalues, goals, beliefs, strategy; learningincorporatedintopractice, encouragement of newideas, informationsystemstosupportlearning and knowledge management, investmentinstaffdevelopment

Approachestochange

•Top down/bottomup, Kotter and Schlesinger – education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation and co-option, implicit and explicit coercion, incremental and transformationalchange, use of externalstandardse.g. ISO 14000 and ISO 9001

Quality

•Total quality management, Kaizen, PDCA, continuousqualityimprovement, includingsixsigma, benchmarking, qualitycircles, 5Ss, SPC

2. Be abletoanalyseopportunitiesforimprovementtoorganisationalactivities

Sources of information

•Environmentalaudits – political, legal, economic, social, technological, environmental (PESTLE analysis); organisationalanalysis – strengths and weaknessesinorganisation; internal management accounts/standard costing; quality management, monitoring of organisationalactivities and suggestionschemes, benchmarking, externalaudits, feedbackfromstakeholdersincludingappraisals/PDR, complaints

Analysinginformation

•Evaluatinginformatione.g. source of information, howwidespread is a specificproblem, systemicerrors versus one-offerrors, use of externalconsultants, criteriatoselectareasforimprovement

Impact

•Strategic fit, whatwillneedtochangewithin the organisatione.g. systems, people, procedures, resources etc.; timescales of change, resourcesrequiredimplementingchange and investmentanalysis

Evaluation

•Stakeholders - whowillimprovement/changeaffect? Howwillitaffectstakeholders? Costbenefitanalysis

3. Be abletoplan and lead changewithin an organisation

Changesrequired

•Resources, leadership and management abilities, jobroles and responsibilities, equipment, procedures, activities, culture

AgreeChanges

•Identifyingstakeholders – thoseinvolvedinchange and thoseaffectedbychange; communicationwithstakeholders – appropriateformat, feedbackprocesses, negotiation, PR; gainingagreement – negotiationskills, formalagreementrequirements

Plan

•Project planning and project management techniquesincluding PRINCE2, documentation, communication, settingcriteriato monitor and measureimprovement, timescales

Systems design management

•Resources, documentation, communication, policies and procedures

Review the change/improvementprocess

•Importance of monitoring, usingfeedback, performance measurement

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