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Mohawk National Bank

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c. ‘MOHAWK NATIONAL BANK’ VAKA ÇALIŞMASI

1) Öncelikli olarak, departman müdürleri matriks örgüt yapısı için ikna edilmelidir.

Daha sonra, fonksiyonel takım üyeleri, yeni sistemin ( matriks örgütlenme) başarılı olacağı, işe yarayacağı konusunda ikna edilmelidir. Bu çalışanlar kıdemli çalışanlar olduğu için değişimi reddetmektedir. Bu kişileri ikna etmek de süreçten sorumlu başkan ve başkan yardımcısına düşmektedir.

2) Çalışanların proje yöneticisi olmak istememesinin başlıca sebepleri:

- Çalışan kişilerin alanlarında uzman kişiler olması ve bu kişiler uzun zamandır aynı bölümde çalıştıkları için ve işlerinden memnun oldukları için kariyerlerinde değişiklik yapmak istememeleri

- Çalışanların, proje yöneticisi olduklarında, daha üst seviye yönetimle aralarındaki iletişimin kopacağını düşünmeleri

- Çalışanların proje yöneticisi olduğunda başarısız olmalarından korkmaları

- Çalışanların, proje yöneticisi özelliklerinin, kendi kişisel özelliklerine uygun olmadığını düşünmeleri

- Çalışanların sistem değişikliğini sevmemeleri

3) İlk grup proje yöneticileri, şirket içindeki çalışanlardan seçilmelidir. Dışarıdan atanacak kişi, proje takımlarını tanımadığı için onları motive edemeyebilir. Bu yüzden sistem başarısız olabilir. Diğer çalışanlar, güvendikleri ve tanıdıkları proje yöneticisiyle çalışmak isteyecektir. Bu yüzden, mantıklı olan, proje yöneticilerini şirket içinden terfi yoluyla seçmektir. Bu kişiler, fonksiyonel takım üyelerini motive edebilen, kalifiyeli kişiler olmalıdır. Proje yöneticisi olma potansiyeline sahip bu kişilere, proje yöneticisi pozisyonu için yan terfi verilmelidir. Yani, bu kişiler 6 ay boyunca proje yöneticisi pozisyonunda denenmelidir. 6 ay sonunda, proje yöneticiliğinde genel olarak başarılı olurlarsa, proje yöneticiliğine bu kişilerin kalıcı terfisi yapılmalıdır. Eğer iyi performans gösteremezlerse ve baskıya karşı koyamazlarsa da bu kişiler, önceki fonksiyonel pozisyonuna geri döndürülmelidir ancak geri döndüğünde, diğer çalışanlar tarafından yadırganmaması sağlanmalıdır.

4) Proje yöneticisi ilk olarak, şirket içinde tanınmalıdır. Diğer şirket çalışanlarının yeni sistemi kabul etmesine ve yeni sisteme alışmasına ihtiyaç vardır. Fonksiyonel takım üyeleri, kendi proje yöneticisini tanımalı ve onu yöneticisi olarak kabul edebilmelidir. Aksi halde, çatışmalar ortaya çıkar ve yeni sistem başarısızlıkla sonuçlanabilir. Bu yüzden proje yöneticisinin ilk olarak şirket içinde tanınmaya ihtiyacı vardır.

5) Proje yönetimi uygulamasında baskıcı bir tutum sergilenebilir fakat geleneksel yönetim yöntemleri ile yönetilmekte olan ekip firma yöneticilerinin tahmin ettiği üzere bu duruma direnç gösterebilir. Üst düzey yöneticiler bu değişikliklerin sebebini, amacını ve beklenen sonuçlarını çalışanlara en uygun şekilde açıkladığında, proje yönetiminin de kabul edilmemesi gibi bir durum söz konusu olmayacaktır.

6) Firma çalışanları proje yönetimi, proje yöneticiliği kavramını gerekliliklerini tam olarak kavrayamamışlardır ve bu konuda yeterli bilgiye sahip değilerdir. Bu durumu çalışanların proje yöneticiliği pozisyonu ile kendi pozisyonlarını kıyas yaparak kendi pozisyonlarını daha üst seviyede görmelerinden,konuya hakim olmadıklarını dile getirmesi gibi durumlardan anlayabiliriz.

7) Bir deneme süreci yaratılarak pozisyon için uygun olduğu düşünülen adaylar geçici olarak proje yöneticiliği pozisyonuna getirilebilir ve bu sayede çalışanların pozisyon ve gerçekleştirilecek olan proje için yeterli niteliklere sahip olup proje için üst düzey bir performans sergileyip sergiliyemeyeceği gözlemlenebilir. Gözlemlerin sonucu olumsuz olduğu takdirde ileriye yönelik bir başarısızlık engellenmiş olup ,uygun adayın belirlenmesi daha güvenilir bir yolla gerçekleştirilmiş olur.

8) Yeni projeye başlanırken işlerin genel akışını bilen, diğer çalışanları tanıyan, şirket kültürüne ve stratejilerine aşina üyelerden oluşan bir proje ekibi kurulmalıdır. Tamamıyla yeni olan bu düzende, bir sistem oturtmak daha sancılı olacak ve daha uzun zaman alacaktır bu durum da firma için daha yüksek maliyetler getirecektir. Firma içerisinde proje yöneticiliğine uygun görülen adayların proje yöneticiliği fikrine sıcak bakmamaları ,konu hakkında daha az yetkinliğe sahip adaylara yönelinmesine sebep olabilir.Bu durumda projede istenilen performansın gösterilmesine engel olabilir.Bu nedenle eğer yeterince uygun olduğu düşünülmeyen şirket içi adaylar yerine, konuya daha hakim ancak şirket dışından yeni çalışanlar getirilebilir.

9) Çalışanların pozisyon değişiklikleri konusunda bilgilendirilmesi şarttır. Çalışanlar bu kavramlar konusunda yeterli bilgiye sahip olduklarında proje yöneticiliği terfilerinin şirket içi yapılması çalışanları motive edecek, onlar da yeni uygulamaları destekleyeceklerdir.

10)Değişikliklerin uygulanmasında en büyük sorumluluk üst düzey yöneticilere düşmektedir. Değişim sürecini, öncesini ve sonrasını çok iyi analiz ve kontrol edilmeli aynı zamanda çalışanlar bu konu hakkında bilgilendirilmelidir. Bu sorumlulukları yerine getirmeyen, proje yönetimini desteklemeyen bir yönetici projede beklenilen performansın elde edilememesine sebep olacaktır.

11) Eğitim programları değişim sürecinde oldukça faydalı olacaktır. Banka genelinde uygulanacak yeni sistemlerin anlaşılması, sürecin etkinliğini ve başarısını arttıracaktır. Böylece eğitim programları çalışanların değişime olan dirençlerini kıracak, proje yöneticisinin belirlenmesinde ki sorunların önüne geçecek olan etkili bir yol olmuş olacaktır

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