Home' Trinidad and Tobago Guardian : April 1st 2014 Contents B3
Tuesday, April 1, 2014 www.guardian.co.tt Guardian
Positions vacant at a well established Construction Firm as follows:
1. CONSTRUCTION ENGINEER
2. CIVIL ENGINEERING TECHNICIANS/CONSTRUCTION
3. LAND SURVEYOR
4. CONSTRUCTION MANAGER
5. AUTOCAD/DRAFTING TECHNICIAN
6. PURCHASING OFFICER/ACCOUNTS CLERKS
7. ADMINISTRATIVE ASSISTANT
8. HSSE MANAGER
9. HSSE OFFICERS
Submission of Applications:
Interested persons should forward their application and resume
no later than Wednesday 9th April 2014 either to The Human
Resource Manager, P.O Box 881, Port-of-Spain or by email to
UNSUITABLE APPLICATIONS WILL NOT BE ACKNOWLEDGED
J We are an Engineering Sales and
Services Company dedicated to providing
engineering solutions to our clients in
the oil and gas, petrochemical, food and
beverage, utilities, etc.
WE HAVE A VACANCY FOR:-
3-5 yrs experience with rotating equipment
EEET / MET diploma
Knowledge of Pumps / Compressors
Valid Driver Licence
Research has shown that the best way to get the senior managers at
all levels interested in the change initiatives is by engaging them and
seeking their buy-in for the change management process.
Studies have proved that the managers in the upper echelons buy into
the change from a strategic perspective where the accent is on performance
and hence radical or disruptive change is seen as part and parcel of an
Managers at the middle level can be made to see the value inherent
in change and hence they can be brought on board. The frontline managers
views and inputs can be sought and thereby their cooperation and par-
ticipation in the change obtained. These are the broad outlines and the
following detailed sets of approaches can be pursued as well.
Make Them the Hero
By making the managers the change drivers and change initiators is
often the best way of securing their buy-in. The point here is that by
getting the managers to be the ones who are implementing change and
by giving them centre stage, it is possible to secure their participation.
By definition, senior managers are highly capable, motivated and ambi-
tious. By making them the stars of the change process, their innate
abilities can be harnessed to the benefit of the organisation.
It is often better to have a close association with the senior managers
to achieve the desired results.
Show them the potential
By selling change and the value of such change to the organisations
and themselves the senior managers can be persuaded to accept change.
The point to note is that senior managers must be told what their role
in the post change scenario would be and by making them see themselves
in the future vision, they can be made to play a key part in the change
management. As has been mentioned earlier, if the benefits of the change
are explained and by persuading that the change does not involve down-
sizing or other reduction in roles and responsibilities, the senior managers
can be expected to be partners rather than resisters in the change man-
Painting the alternatives
This is the stick part of the carrot and stick approach wherein senior
managers are told of the urgent need for change and by indicating to
them what the consequences for themselves and the organisation would
be if the change does not succeed.
By painting harsh alternative scenarios like declining market share and
repercussions of layoffs and downsizing if the change does not succeed
would make the senior managers realise the flip side of resistance. In
this way, they can be persuaded to accept the business realities behind
the change process.
By adopting a "hands on" approach that would
involve "all hands" and including all the stake-
holders, senior managers can be brought on board.
The point is that by adopting an inclusive approach
and giving a sense of ownership to the senior man-
agers and taking their inputs and feedback would
ensure that the key aspect of "engagement" is
As has been pointed out throughout this paper,
the key to senior manager participation in the
change initiatives is through engagement and only
by communicating clearly the benefits of change
and by positing the alternatives would it be possible
to engage with senior managers.
A suitable narrative of the changes and the impact
that they have on the senior managers must be
communicated to all levels and there must be a
process in place to bring on board as many man-
agers as possible. Personality clashes and power
politics can be addressed by consensual approaches
to decision making and by adopting a carrot and
stick approach as described above.
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