Casey decision to the module number 13
The state unitary enterprise under the jurisdiction of one of the federal agencies related to the introduction of new and high technologies, was created in the mid-90s on the ruins of the Soviet military-industrial complex, and is a kind of scientific center with pilot production, with staff of 50 people.
All staff of the enterprise can be divided into two conditional category of employees:
• fearing certain changes - this category includes those professionals whose activity (they believed), can be considered unnecessary, and it would be better data services professionals to "give" to outsourcing;
• hungry for change - mainly specialists of new specialties, which clearly sees the possibility of increasing the competitiveness of enterprises, through the introduction of the QMS
In the structure of the company is, as auxiliary units, such as accounting, purchasing department, office of the chief engineer, and specialized laboratory technology departments.
For public contracts a precondition is the introduction of a certificate of quality management standards. Such a certificate the company has, in fact, but not implemented QMS, and the available documentation does not meet the standards. Parent organization for the time being blind eye to these inconsistencies due to old personal contacts management unitary enterprise.
The situation is exacerbated by the fact that the head of the organization, his deputies, the majority of Heads of far beyond 65, which makes it extremely difficult restructuring of the organization in line with the new realities.
How to overcome the resistance of personnel changes (introduction of QMS - bringing the documents in accordance with GOST-mi, a clear regulation of the behavior of employees in the administrative sphere of production and interaction of departments to each other)?
How to overcome stress and fear of change?
How to motivate employees to cooperate and loyalty?