Understanding the psychological forces that drive or limit people, when managing industries: Average person is driven by his/her EGO, rather than Conscious, or Logic that applies to all equally. This fact has significantly contributed to building “Systems and Organizations” that have “Insufficient Support and Strength” for Long Term Survival! EGO: People are conscious of their position within the material world that they live in. Their confidence in themselves (EGO), is based on their relative position in their world. Conscious: We are part of a growing world and an energy in the universe, that is neither limited to, nor could be measured by persona standards. Our capability to connect to this energy, enables thoughts at a higher level than egoistic or popular trends for the average. 9/12/13 PREFIX! M.P. 2

Policies & Procedures 9/12/13 Average people are trained to operate under influence of Ego, or by rules set by Popular Trends; and their Culture does not train them to live at the State of Consciousness. M.P. 3

Policies and Procedures 9/12/13M.P. 4 Be Prepared, Avoid Ignoring High Risk Factors

Policies and Procedures 9/12/13M.P. 5

9/12/13M.P. 6 Identify all Regulations Understand Definitions of Quality Standards Utilize Practical Technology

M.P. 9/12/13 7 Building Blocks of the Organization

M. P. 9/12/13 8 Building Blocks of the Organization

9/12/13 In order to assure productivity, and delivery of the expected quality, you need to match people’s skills with technology used at their level. M.P. 9

9/12/13M.P. 10 Systems Run the Organization Lack of System Slows Down the Organizational Growth

9/12/13M.P. 11 Systems Run the Organization Lack of System Slows Down the Organizational Growth

PRESENTFUTURE ASSESSMENT OF CURRENT STATUSMarketing Vision 9/12/13 PLANNED CHANGE MANAGEMENT In order to avoid wasting time and money, when managing a change, clarify the requirements first, then plan the implementation. Hints and example tools: Please, see slides 14 through 19, for examples …… M.P. 12

The following is an example of a typical benchmarking methodology, Source of this data: Identify problem areas: Because benchmarking can be applied to any business process or function, a range of research techniques may be required. They include informal conversations with customers, employees, or suppliers; exploratory research techniques such as focus groups; or in-depth marketing research, quantitative research, surveys, questionnaires, re-engineering analysis, process mapping, quality control variance reports, financial ratio analysis, or simply reviewing cycle times or other performance indicators. Before embarking on comparison with other organizations it is essential to know the organization's function and processes; base lining performance provides a point against which improvement effort can be measured.exploratory research focus groupsmarketing researchquantitative researchsurveysquestionnaires Identify other industries that have similar processes: For instance, if one were interested in improving hand-offs in addiction treatment one would identify other fields that also have hand-off challenges. These could include air traffic control, cell phone switching between towers, transfer of patients from surgery to recovery rooms. Identify organizations that are leaders in these areas: Look for the very best in any industry and in any country. Consult customers, suppliers, financial analysts, trade associations, and magazines to determine which companies are worthy of study. Survey companies for measures and practices: Companies target specific business processes using detailed surveys of measures and practices used to identify business process alternatives and leading companies. Surveys are typically masked to protect confidential data by neutral associations and consultants. Visit the "best practice" companies to identify leading edge practices: Companies typically agree to mutually exchange information beneficial to all parties in a benchmarking group and share the results within the group. Implement new and improved business practices: Take the leading edge practices and develop implementation plans which include identification of specific opportunities, funding the project and selling the ideas to the organization for the purpose of gaining demonstrated value from the process. Costs 9/12/13M.P. 13 PLANNED CHANGE MANAGEMENT

9/12/13 Assessment, Analysis of Operations, Process Breakdown,…. M.P. 14 PLANNED CHANGE MANAGEMENT

9/12/13 SIPOC Analysis M.P. 15 PLANNED CHANGE MANAGEMENT

9/12/13M.P. 16 PLANNED CHANGE MANAGEMENT

9/12/13M.P. 17 PLANNED CHANGE MANAGEMENT

9/12/13 M.P. 18 PLANNED CHANGE MANAGEMENT

9/12/13 It takes a group of well experienced and knowledgeable leaders to develop and mange a productive organization. Changing an existing organization, can be twice as difficult as setting up a new organization, if the leaders in the organization are part of the road blocks that resist change! Taking Control Over Your Businesses M.P. 19

9/12/13 It is essential to assure that the “Data Entered” into such systems are both RELIABLE and ACCURATE! Hiring the right person for the job is not same as hiring someone that you like as a person! M.P. 20

Change is Inevitable! Are you planning to manage your organizational changes, so you could BECOME A LEADER IN YOUR INDUSTRY?! 9/12/13M.P. 21

Mahzad Pakzad Available for hire! 9/12/13 22