SUSTAINING OPERATIONS

Chapter IX

LEARNING
1. To learn
to appreciate the
OBJECTIVES:
importance
of ensuring the
continuity and growth of the
business which you are managing
2. To acquire a working knowledge of
some concepts, tools, and
techniques in promoting
innovation and in developing
subordinates
3. To appreciate the discussion on
the idea that a good manager
must also be an effective leader

THE
STEP? of
The NEXT
true measure
success in managing a
business is not to hit
one short-term goal and
then stop and close
operations you must
plan for continuity and
growth.

in the GEMS Process

in the management wheel
stands
for
Sustaining
Operations, which deals
mainly with two key topics:
Promoting
Change
and
Developing Subordinates.

PROMOTING CHANGE
In

the retail business, variety

and timeliness are key, which is
why the manager should always
be on the lookout for something
new or something fresh to offer.
A good manager takes the
attitude that there are no
mistakes; there are only lessons
to learn.

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.

REPAIR OR
RESTORATION

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 a
productivity
improvement program
or an employee sports
and wellness program

BREAKTHROUGH
Involves aCHANGE
major or
dramatic change such
as transferring the
entire company
operations to another
location or going into
the export market

THE CHANGE
FRAMEWORK

GUIDELINES 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.

MANAGING CHANGE
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 the buy-in and support
for the change.
Show a strong visible leadership
support during the entire period
of the change.

GUIDELINES IN
MANAGING CHANGE
Communicate

to 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.

GUIDELINES IN
MANAGING CHANGE
Document

and periodically review

the results of the change; ensure
that the change is sustained.
Celebrate success and gains
resulting from the change.

PEOPLE
A DEVELOPING
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: delegating
important
tasks;
empowering
employees;
rewarding
accomplishments.

DELEGATING
is assigning

authority and
responsibility to a
subordinate for carrying
out specific activities.

Y
1.

2.

3.

4.

Define clearly the new job you would like

the subordinate to handle and why
he/she has been chosen for the
responsibility.
Describe in detail the specific tasks or
activities to be done and performance
standards.
Ask for questions and suggestions, in a
favorable climate so that the subordinate
will be open and frank in his/her
questions and suggestions.
Get the subordinates acceptance of the
responsibility and ensure your help in
his/her handling of the new task.

EMPOWERING
refers to managers actions
that will allow the subordinate
to initiate action, give him/her
encouragement and support to
implement solution.

REWARDING
is done to recognize the
subordinates achievements in
order to further motivate him/her
to work better and harder
possible ways to reward
good performance: positive
feedback, promotion, and
additional fringe benefits

MANAGEMENT VS.
LEADERSHIP

MANAGEMENT is a
career. Leadership is
a calling.

while leaders do the right

things.
Richard Pascale, Managing on the
Edge

Managers do things according to what is

provided for in the books, trainings and the
like. He/she also uses frameworks and
strategies from the managements body of
knowledge and follows company policies.
Leaders follow their intuition, inspire and
influence others to go the extra mile to
attain their goal, objective, vision, and
mission.

3Cs of
LEADERSHIP
CHARACTER

COMPETENCE
COMMITMENT

THE LEADERSHIP
TRIANGLE