Large-Scale Change at Wssc free essay sample

This was the alert that the company needed to change immediately. In October of 1999, John Griffin was hired as the new WSSC’s new general manager in order to implement the appropriate changes the organization needed. Griffin was the first outsider manager in the company for very long time and he had to find a way to lead the change, overcome resistance and earn credibility and support of the employees. Every change made in an organization lurks some risks that every manager has to be prepared to face. A change may cause resistance and panic around the organization. People tend to fear change, and employees may be reluctant to see their familiar processes and software programs thrown out. In situations of change, employees tend to move from their ‘comfort zone’, where they feel secure confident and in control of their lives and work, to the ‘no zone’ that they become paralyzed at news of the change of their work, they are affected and performing bad because of the sock and then they move to the ‘gap zone’, where they are trying to find ways to react. We will write a custom essay sample on Large-Scale Change at Wssc or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The challenge for the manager who is implementing the change is to move the employees to the ‘go zone’, where everyone is going ahead the change. There are many ways to combat resistance to change. One way is to ensure that employees see that the management is completely committed to ensuring the change occurs. Second, it is important for the change vision to be communicated clearly to all employees so that everybody understands what to expect. Part of why people resist change is the fear of the unknown. Furthermore, scope creep is a risk of every project. This risk involves the scope of the project becoming larger over time. This is especially a threat in change management situations. After a period of time when many people interfere, the scope of the report change has widened so broadly as to require things like a clip art image of a giraffe on the fourth page and a coffee stain on the back. In order to avoid scope creep in change management, it is vital that the scope of the change be explicitly stated and communicated to all whom the change affects. Griffin had to come up with the right ways to implement changes in a high-urgency situation. The time was pressing and the employees were separated between enthusiasm and resistance, while he was a totally brand new person in the organization. In order to gain the trust of the employees and credibility he used high communication levels in order to approach a low disruptive approach through the mobilize phase and gradually he proceeded to movement and sustain phase. To be more accurate he tried to create an in person open and honest communication around the organization. He tried to explain what exactly the issues were without trying to hide the truth or creating confusion about his goals; his purpose was just to make the company competitive and efficient and not just compared to other government agencies but also to the private own industry . The next step was to create the strategic business plan and so he did. The strategic plan was ranging from business strategy to individual growth and development. The change plan as WSSC managers believed required both personal and corporate transformation and needed to implement through a value-driven culture. First step was the Competitive Action Program (CAP) by creating a steering committee consisting of 12-15 member of a cross section of work functions and hierarchical levels whose task was to review and approve for implementation best-in-class practices in the industry. Although most of the goals were encompassed in CAP other aspects, such as an effort to increase management diversity to better represent the customer base served by the organization, had to be changed to support these efforts. Another step that Griffin preceded was binding a fiscal plan committing to freeze rates for the next five years and to reach external shareholders and gain their support. On the way to change and in order for the company to be more cost efficient and culture reorganization was needed. Actually between 1996 and 2002 there was a 30% reduction in personnel when CAP identified the competitive gap but also by offering the incentive of early retirement. In the effort of the WSSC to reduce costs beside the cut of the number of the employees also the staffing levels were reduced. This means that they decided to have less staff at night because usually at the night the consumption and the emergencies are low regarding that their clients sleep and do not need to consume at these hours. Furthermore several groups of managers were sent to a local training facility to participate in team building and leadership programs. Griffin tried also to motivate his staff using direct discussions about their problems and concerns and empowering the vital side of their existence inside the organization. Team-base incentive system was also implemented. Team performance incentives were accompanied by 360-degree evaluations with great emphasis on continuous improvement and goal transparency. Another major staff development was the grouping of teams that assigned a responsible party to a project from start to finish and the successful new customer care programs. A customer care newsletter called ‘Connections’ to spread information internally while externally WSSC hosted fairs and educational programs for the communities. To go even further, a major innovation and step towards change was the creation of the flexible worker program. Employees were receiving additional compensation through diversifying their skills and on the other hand this cross training helped the company to maximize the skills and availability of its workers overcoming the previous needs for the help of experts. The union was consulted and briefed at any significant stage, especially when setting the flexible-worker steps and compensation grades creating even more friendly and warm atmosphere inside the organization. Finally, the Entrepreneurial team was searching for new opportunities of making profits such as selling specialized laboratory services to the government (for example in the army) and the private sector. The decision of the change of WSSC eliminated many risks and dangers if we consider that there was a division between the employees. Half of the working labor was enthusiastic about the changes but the rest of them were strongly resisting. After evaluating the company’s outcomes between 199-2002 we can realize the great importance of the restructuring plan. WSSC was a company with many disappointed customers because of the unstable pricing policy, dissatisfied government owners because on the budget conflicts and due to the unprofessional behavior of the whole company towards competition. Baring in mind that the consultants found after research that the gap between WSSC’s efficiency and that of the best-in-class private companies was 21% and after the changes implemented was dropped to3. 5% there is no space for doubting about the change plan. The work labor of the company was more skilled and efficient, the services and the price policy were more competitive the costs were significantly reduced and all leaded the company to a better business perspective. The company also through these changes managed to create strong relationships between its consumers and its business partners. The outcome of a well established change plan as that of WSSC company and John Griffin is beyond any further questioning. Every step of the change was carefully thought and smoothly implemented and that was the major reason of its success. Now WWSC and John Griffin have to face a new challenge. Is it healthy for an organization to go through so many changes in such a short period of time? Is there any space for further improvement? That is the main question. The entrepreneurial team and its manager John McLeod are looking to find new opportunities in order to increase revenues. The expansion of the core business of the company on outside activities such as selling specialized laboratory services to local country and to the private sector. Moreover, the company was considering providing the local military bases with water and sewer services. One more opportunity in the horizon is the option of WSSC partnering with community businesses and industry in order to reduce costs even more. The expansion of WSSC in more activities can lead the company to a greater success. It is very possible for the company to manage with further changes to be more competitive, increase its revenues and its market share and in the meanwhile create new challenges for its employees. The new opportunities can create better personal development chances for the employees and can work as motivation for personal improvement. It is wise to keep in mind that the company’s environment after the first changes has completely changed. WSSC’s work labor is now more skilled, ambitious and willing to work and develop through the company’s hierarchy.

Islam Essays - Nation Of Islam, Antisemitism In The United States

Islam Essays - Nation Of Islam, Antisemitism In The United States Islam The UnIslamic Nation of Islam The mention of the Nation of Islam will undoubtedly cause an immense number of responses in any situation. To some, this organization symbolizes blatant racism. To others, it is seen as a savior of the black community. Regardless of ones opinion of the Nation, though, the differences between Al-Islam(traditional Islam) and the beliefs of the Nation cannot be denied. The Nation of Islam is a social movement. This social movement is undoubtedly rooted in religion, and its principles are derived from those of traditional Islam, but their basic philosophies are so strikingly different that the Nation of Islam cannot be considered Islamic. In 1930, the Nation was founded by an African immigrant who called himself Wallace D. Fard Muhammad. He stated that his mission was to take the black nation to the full range of the black mans possibilities in aworld temporarily dominated by the blue-eyed devils(forerunner.com/foreruner/X0065_Nation_of_Islam.html). This philosphy was carried on to the next leader of the Nation, Elijah Muhammad, and eventually to the current leader, Louis Farrakhan. The Nation was founded as a black organization, and has remained as such. Islam, on the other hand, is all encompassing. The first, and most astonishing, difference between the Nation and traditional Islam is the role of race in the churchs philosophy. the Nations philosophy clearly states that, We believe that intermarriage and race mixing should be prohibitted (www.noi.org/ program.html). The traditional wording of the Koran, however, states that diversity in race is one of Allahs greatest creations(Koran, 30.22). The Nation of Islam restricts its membersip to those who are black. the beliefs of traditional Islam, however, state that all persons are born Muslim, and that every person is endowed by Allah with the spiritual potential and intellectual inclination that can make him a good Muslim.(4) The Islamic church ignores the issue of race when examining ones spiritual purity. Rather, It is the spirit itself which defines a Muslim. Traditional Muslims and members of the Nation of Islam also differ in their definition of what it means to be Muslim. The belief in Islam is defined by five Pillars: shahada(the belief in only one Allah), salah(prayer), zakuh(obligatory charity), sawm(fasting), and hajj(pilgrimage) (www_leland.stanford.edu/group/Thinker/v2/v2n3/Saudi.html). Of these Five Pillars, the Nation of Islam requires none of its members. The shahada is rejected by the Nation because it belives that Wallace D. Fard Muhammad was Allah incarate. (noi.index) Salah, or the five daily prayers in the direction of Mecca, are also not required of members of the Nation(coolguy). Zakuh is rejected by the nation, as it believes charity is a way to benefit the dominant classes of the culture.(coolguy). Sawm is also not required of Nation members, nor is the hajj to Mecca(coolguy). (Ironically, it was the hajj of Malcolm X which led him to abandon his separatist beliefs, and to preach unity). The rejection of the five basic requirements of Islam is representative of the distances between the Nation of Islam and traditional Islam. Because of these differences, the Nation cannot be accepted as just another chapter of Islam, but it must be treated as a different and distinct religion. The third difference between the Nation of Islam and traditional Islam is the manner in which other religions and their members are regarded. Islam accepts the existence of all prophets from Moses to Muhammad. (Koran, 2:91) The Nation, however, believes that Wallace D. Fard Muhammad is the true prophet(Noi.program). Traditional Islam regards members of all religions as holy. The Koran states that, those who believe, and those who are Jews, and Christians, and Sabaeans-whoever believeth in Allah, and the Last Day doeth right- surely their reward is with their Lord, and their shall no fear come upon them neither shall they grieve(2:62). Farrakhan, on the other hand condemns those of other religions and races. In a speech in January 1994, Farrakhan warned members of the Nation of Islam that they(the jews) are plotting against us even as we speak (www.strang.com/cm/stories/emmy/96tl.html). He proposes that other religions are inferior to Islam, as well as proposing that different races are unequal. The Nation of Islam believes that the white race was created by a botched experiment of mad scientist named Yakub, 6,000 years ago(7). It is beliefs such as this which create the image of the Nation which is common to most: a racist organization which preaches Black supremacy. Some may argue that the often outrageous methods and beliefs of the Nation of Islam have done more good than harm. In 1996, Farrakhan organized the Million-Man March which brought

Sap Essay Example | Topics and Well Written Essays - 1000 words - 2

Sap - Essay Example In allocating costs, SAP utilizes transaction based and periodic allocations. Periodic allocations are generally known as periodic reposting methods. Periodic reposting enables the user to adjust postings transferred to cost centers, business processes or internal orders. Transaction postings made under periodic reposting yield similar results to those posted under transaction based reposting (Periodic Allocations). Under periodic allocation, reposting has an effect felt only once on actual costs incurred at the end of the period. Postings are usually made on costs related to controlling, which include telephone, postal charges, and insurance costs that are all accounted for in financial accounting. These costs incurred are then posted to an allocation cost center or a specific business process. Periodic reposting widely uses distribution and assessment allocation, and indirect activity allocation method. Under distribution and assessment methods, primary and secondary costs are allocated from cost center accounting and activity based costing. Allocations can be based on costs or quantities where the user is dealing with indirect activity allocations. The costs or quantities are collected on a cost center during the accounting period and allocated to receivers according to keys defined by the user. These are the same methods used in indirect allocation method except that exchange of activities is not the basis of allocating costs or quantities. In indirect allocation, distribution and assessment methods utilize user defined keys such as amounts, percentages, statistical key figures or assignment basis provided for by the amount posted. Distribution and assessment methods define keys as well as the sender and receiver relationships only once; therefore being easy to use. Methods are also advantageous over direct allocation methods in that they can be used for cost centers (Periodic