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Thursday May 23, 2013
By JOY LEE email@example.com
The Selangor State Development Corp (PKNS) has tied up with Directive Communi-cation International Asia (DCI), a leadership development solution provider, to facilitate an organisational culture change within the state-owned entity.
PKNS general manager Othman Omar said the new change management programme was put in place as part of its various initiatives to improve the work environment and corporate culture in PKNS to boost productivity in the long run.
The new change management process that PKNS is embarking on utilises the directive communication psychology methodology developed by chief executive officer of DCI Arthur Carmazzi.
The directive communication method is a training that affects how people act and react in groups and teams. It is the key to influencing team dynamics to cultivate high performance cooperative work cultures and leadership in an organisation.
Othman hopes the new change management programme will make PKNS a great place to work in, which will provide a conducive environment for employees to be passionate and innovative in their work.
“This is an investment we think is worth it. Productivity will increase in the long run. People will be happy to work here.
“Like other initiatives we have taken, this is one of those that we are embarking on to retain talent, among other things. We believe that this will have a huge impact on the passion level and productivity at the workplace,” Othman said.
Carmazzi explained that the concept of culture change was tied to human psychology and an individual needed to personally succeed in his or her role instead of merely creating change in the organisation.
He emphasised that the organisational culture change process was about changing the working environment to draw out the best in employees and not about honing employees’ skills.
Carmazzi added that the programme had been successfully implemented in various organisations in 36 countries and noted that a key element that most working people wanted in their organisations was an environment where they were able to trust each other and have clarity on their roles, goals and strategies.
“We are creating a renewed sense of passion in employees, to regain the excitement you had when you first started a job, rather than just create change,” Carmazzi said.
The programme involves an initial discovery period where interviews are carried out with PKNS staff to identify positive and negative influencers in the organisation as well as other burning issues among employees.
This will be followed by a strategy agreement whereby the top management will define KPIs, management roles and communication strategies, among other things.
Training will be provided to identify positive influencers who will work with their teams to support the creation of a better working environment and facilitate feedback on changes desired by the staff.
Some of the expected implementation outcomes from the programme include identifying an ideal working environment in PKNS, identifying barriers to achieving the ideal culture and ways to overcome them, as well as picking out issues that the collective organisation wants to fix.
The success of the programme hinges on everyone’s involvement and Carmazzi said the senior management at PKNS had already agreed to subject themselves to much scrutiny in order to mould the human capital in the organisation to be the best that it can be.
“These changes in the organisational culture can be seen in more innovation, more passion, more purpose, more teamwork, faster and clearer communication and a renewed desire to succeed personally through the company.
“It is driven by the people and is a bottom-up approach. This culture is sustainable because the people want it and people are constantly wanting to improve themselves. So, we will see constant growth in the company once the right culture kicks in,” Carmazzi said.
He added that visible changes in the culture would be obvious within three weeks of implementation of the programme.
PKNS will start the implementation of the programme on June 10.
Othman noted that PKNS had embarked on various programmes since its company audit in 2009 found a mismatch in external and internal perceptions of the organisation.
“We have been doing a lot of change management programmes. But a lot of them were top-to-bottom. We have had quite a few successes in achieving certain changes within the organisation with previous programmes.
“But there is still room for improvement,” Othman said.
With a low turnover rate at PKNS, Othman said there was a need to find out what motivated the company’s employees in order for them to be able to come up with better products for the market.
He added that PKNS would continue to focus on fostering a positive work culture in the state-owned developer.
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