THE KEY TO CHANGE IS MIDDLE MANAGEMENT

GROUP MEMBERS MUHAMMAD TAHIR

MUHAMMAD ARSLAN IKRAM

NASIR KHAN

ASWAD SALEEM

HABIB UR REHMAN

ABU BAKAR

MINHAS ALI KHAN

OUTLINE INTRODUCTION

MIDDLE MANAGEMENT KEY TO CHANGE

MANAGERS EMERGE AS LEADER

WHY MIDDLE MANAGERS ARE SO UNHAPPY (BARRIER’S)

CONT…

KEY FACTORS IN ACHIEVING CHANGE

EFFECTIVE-MIDDLE MANAGEMENT

ROLE’S AND FUNCTION’S OF MIDDLE-MANAGEMENT

EIGHT STEPS OF CHANGE

CHALLENGES FACED BY MIDDLE-LEVEL MANAGER’S

RECOMMENDATIONS & CONCLUSION

INTRODUCTION Employee strength 35,000

5.7 million customers

Largest telecommunications provider in Pakistan

Largest CDMA operator in the country with 1.1 million V-fone customers

62% shares is owned by the government

26% was sold to Etisalat under privatization program run by Shaukat Aziz in 2006

12% are sold to General Public  in the same year (2006)

MIDDLE MANAGEMENT KEY TO CHANGE

Dealing with the day-to-day aspects of business

Middle managers representatives of any organization’s leadership

Face-to-face feedback signals what works and what doesn’t

Middle managers motivated and empowered employees

Market Research

MANAGERS EMERGE AS LEADER

Change leader have clear sense Bold – risk taking Leader motivated employees that they can

worked better towards organization’s goals and targets

Change leader are Visionaries Change leader adopt a process, stick to it and

inspire others to embrace it Different stages:

Planning Envisioning & articulating Inspiration Implemented

CONT…

Change Leader’s work across Boundaries what’s going on on the other side Innovation, quickly adopted Build relationships with other leader’s - Etisalat

Change Leader’s move fast fully committed Change Leader’s work fast Bring new products and services

WHY MIDDLE MANAGERS ARE SO UNHAPPY (BARRIER’S)

Poor leadership Ineffective leader generates dissatisfied,

uncommitted employees Poor leader shows little interest in an employee

and never discusses career or development opportunities

They see no career or promotion opportunities Feel disappointed We interviewed middle manager - after

1997-98 no permanent employees you can fired although even the performance of that person below than the PTCL requirements

BARRIER’S CONT… Meaningless & Purposeless

Biasness Favoritism

Treated unfairly Un-appreciation by senior managers

Don’t feel valued or appreciated PTCL – Managing Director example

Don’t believe that if they raise an issue it will be addressed

They’re overworked Work-life balance but then assign too large workload for anyone

to handle effectively Inconsistency between what’s said and what really happens

creates significant frustration

KEY FACTORS IN ACHIEVING CHANGE

Kkey Market & Business Model

Business Processes

Organizational Structure &

Culture

Technology Infrastructure

CHANGE MANAGEMENT

Leadership commitment

Project Management

Employee acquisition, retention

Employee ownership

Change Levers Success factors

EFFECTIVE-MIDDLE MANAGEMENT

Embrace Change when need Adopted new products

Develop Vision for change

Communicate Effective communication Communication play important role in order to achieve goals

Shake things up

Direct, Review Implementation Evaluate either we achieved the goals or not

ROLE’S AND FUNCTION’S OF MIDDLE-MANAGEMENT

Interpreting Policies Making policies and implementation

Preparing Organizational Set-up Manager prepares outline of his respective

department in accordance with the objectives of the organization

Tasks, goals are divided among managers

Appointing Employees Manager’s appointed employees to fulfill the

activities of his department Internally & Externally

CONT…

Issuing Instructions Departmental managers direct their subordinates

about what to do and how they have to do it Needful resources are made available to

subordinates so that they can do the assigned jobs uninterrupted

Motivating Employees Work most efficiently to achieve organizational

objectives

Creating Cooperation Successfully achieve company’s objectives lack of cooperation leads – low Productivity

EIGHT STEPS OF CHANGE MANAGEMENT

Create a Sense of Urgency Need for change and the importance of acting

immediately

Pull Together the Guiding Team Powerful group with

Leadership skills Credibility Communications ability Authority Analytical skills Sense of urgency

Members of that group must work together as a team

CONT… Develop the Change Vision and Strategy

Clarify how the future will be different from the past An organization fosters a “culture of safety” with its practices,

processes, and procedures

Communicate for Understanding Effectively communicated People must both understand and accept the vision and strategy Failure to implement change is often the result of under

communicating or communicating poorly

Empower Others to Act Remove barriers Leaders must change the systems or structures that undermine the

change vision and also remove other obstacles to change Encourage risk taking and nontraditional ideas, activities, and

actions.

CONT…

Produce Short-Term Wins Plan and create the wins and be sure to visibly

recognize and reward people who made the wins possible

Achieve short-term objectives, goals and targets Incentives

Don’t Let Up Don’t relax Middle managers need to reinvigorate the process

with new projects, themes

Create a New Culture New ways and make sure they succeed

CHALLENGES FACED BY MIDDLE-LEVEL MANAGER’S

Transition from worker to manager Most managers take time to settle into their leadership role after being

promoted from the ranks They grapple with the difference between doing things and getting

things done

Grappling with the demands of a new role Managerial role

Budgeting Strategy sessions Making presentations Annual plans

Team management People management Conducting appraisals Dealing with teams, their aspirations, motivating them to do well,

CONT…

Ability to balance both sides Ability to walk the fine line and keep both sides

happy is a challenge

Specific challenges faced by women managers Managing family life Uncertain pay Gender biasness

RECOMMENDATIONS & CONCLUSION

Recommendation

Middle managers should have free hand that whatever they want, they can do within the limits of organization without the pressure of any top manger.

Political influence shouldn’t

Favoritism shouldn’t have in the PTCL, however everyone have equal chance to participate in the all matter of organization.

Incentives should be given to middle managers on the basis of performance

CONCLUSION

Motivation among manager’s

Good manger eliminate all issues by giving equal rights to everyone in the organizational

If middle-manager have equal rights they can

participate, feel easy and easily convey all problems, Issues to top managers

Incentives for middle-managers on the basis of performance so that they can do work better