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Odi i
 

Odi i

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    Odi i Odi i Presentation Transcript

    • TO MAKE THINGS HAPPEN AN OD INTERVENTION
    • WHY?
      • DEMOTIVATED WORKFORCE CAN SEVERLY HAMPER GROWTH.
      • UNCLEAR STRUCTURE WILL HAMPER ROLE CLARITY OF WORKFORCE.
      • INEFFECTIVE PROCESSES WILL BE TAXING ON THE EMPLOYEES AND THE CUSTOMER.
      • DIFFUSED VISION AND UNCLEAR STRATEGYWILL LEAD TO CONFUSION AMONG PEOPLE.
    • WHY? BECAUSE PEOPLE CAN MAKE OR BREAK AN ORGANISATION... ...EMPLOYEES WITH PASSION WILL TIDE THEIR ORGANISATION THROUGH BAD TIMES…..
    • ORGANISATIONAL DIAGNOSIS PERSPECTIVES
    • CULTURE
    • TRANSFORMATIONAL FACTORS
      • EXTERNAL ENVIRONMENT
      • LEADERSHIP
      • MISSION & STRATEGY
      • ORGANISATION CULTURE
      • INDIVIDUAL & ORGANISATIONAL PERFORMANCE.
    • TRANSACTIONAL FACTORS
      • MANAGEMENT PRACTICES
      • STRUCTURE
      • SYSTEMS
      • WORK UNIT CLIMATE
      • TASK REQUIREMENTS & INDIVIDUAL SKILLS / ABILITIES
      • MOTIVATION
      • INDIVIDUAL & ORGANISATIONAL PERFORMANCE.
    • LEADERSHIP
      • VISION
      • IMAGE
      • POWER
      • INNOVATION
      • STYLE
      • RISK TAKING
    • STRUCTURE
      • ROLES
      • RELATIONSHIPS
    • PROCESS
      • PLANNING
      • OPERATIONS
      • CONTROL
      • COMMUNICATION
      • AUTOMATION
      • EDUCATION
      • ALLOCATION
      • REWARDS
    • WORKFORCE
      • VALUES / ETHICS
      • SKILLS / COMPETENCIES
      • KNOWLEDGE
      • MOTIVATION
      • COMMITMENT
    • EMPLOYEES TODAY VALUE ...
      • INDEPENDENCE
      • JOB SATISFACTION
      • FLEXIBILITY
      • OPPORTUNITIES FOR ADVANCEMENT
      • OPPORTUNITY TO INNOVATE.
    • CUSTOMERS TODAY VALUE ...
      • SUPERIOR QUALITY
      • WHAT HE WANTS - NOT WHAT THE COMPANY WANTS TO SELL.
      • SERVICE
      • FLEXIBILITY
      Remember: They have more choice in the market
    • VITAL SIGNALS
      • POWER
        • Do employees believe they can affect organization.Do they believe they have the power to make things happen?
      • IDENTITY
        • Do individuals identify narrowly with their function or they identify with the organisation as a whole?
      • CONFLICT
        • How do members of the organisation handle conflict?
      • LEARNING
        • How does the organisation learn? How does it deal with new ideas.
    • INTERVENTIONS
      • INCORPORATING EMPLOYEES - fully into the process of dealing with business challenges.
      • LEADING FROM A DIFFERENT MINDSET - so as to sharpen and maintain employee involvement and constructive stress.
      • INSTILLING MENTAL DISCIPLINES - that will make people behave differently and help them sustain their new behaviour.
    • ACTION PLAN A RECIPE FOR CHANGE
    • ACTION PLAN - STRATEGY
      • BUSINESS PLANNING / GOAL SETTING / TACTICAL STEPS.
      • FOCUS ON BUILDING CORE BUSINESS CAPABILITY.
      • LEAN & FOCUSSED COMMITMENT OF HUMAN / PHYSICAL ASSETS.
      • HIGH COMMITMENT OF RESOURCES - INFORMATION & COMMUNICATION.
      • REVIEW MECHANISMS.
      • PERIODIC FEEDBACK & CORRECTIVE INTERVENTIONS .
      • TRANSFER / SHARE CRITICAL LEARNING EXPERIENCES
    • ACTION PLAN - SYSTEMIC
      • STRUCTURE
        • FLAT STRUCTURES
        • HIERARCHIES DEMYSTIFIED
        • COMMUNICATION CHANNELS - ALL DIRECTIONS
        • GREATER ROLES AND RESPONSIBILITIES.
    • ACTION PLAN - SYSTEMIC
      • PROCESSES
        • INFLUENCING RESOURCE MARKETS THROUGH INFORMATION ABOUT THE GROUP.
        • INFLUENCING PRODUCT MARKET THROUGH CUSTOMER AWARENESS.
        • MANAGEMENT STYLE AND CULTURE.
        • ORGANISATIONAL LEARNING.
    • ACTION PLAN - PEOPLE
      • MORALE / MOTIVATION
      • UNCERTAINTY MANAGEMENT
        • Communication
        • Participation
      • STRESS MANAGEMENT
        • Job Design / Role Clarity
        • Career Development
      • CONFLICT MANAGEMENT
        • Peaceful Co-existence
        • Problem Solving
        • Compromise
    • MORALE BUILDING STRATEGIES
        • CELEBRATIONS ON MILESTONES
        • ACHIEVEMENTS GALLERY
        • OPEN FORUMS - VENT FOR FEELINGS
        • FRIENDLY & TRUSTFUL CULTURE
        • MAINTAIN DIGNITY TO THE INDIVIDUAL
        • PRAISE IN PUBLIC
    • MOTIVATION STRATEGIES
        • BE A PART OF THE PROCEEDINGS.
        • FLEXIBLE WORK ENVIRONMENT
        • GOOD JOB CONTENT - LOT OF FREEDOM
        • JOB ROTATION / CAREER PLANNING
        • RECOGNITION SCHEMES
        • CROSS FUNCTIONAL EXPOSURE
    • MOTIVATION STRATEGIES
        • TASK FORCE - FOR SPECIAL ASSIGNMENTS
        • TOP MANAGEMENT PARTICIPATION - HANDS ON.
        • ENCOURAGE SOLUTIONS FROM THE RANKS
        • CULTURE TO FOSTER A PASSION TO WORK
    • COMMUNICATION STRATEGIES
        • ANNOUNCEMENTS
        • NEWSLETTER
        • TRAINING PROGRAMS
          • THEME PROGRAMS
          • CULTURE BUILDING EXERCISE
          • VISION & VALUES EXERCISE
        • COMMUNIQUES / SEMINARS
        • GOALS / VALUES / VISION - TO BE EMPHASISED ON ALL FORUMS.
    • COMMUNICATION STRATEGIES
        • FUTURE STRATEGY SHOULD BE COMMUNICATED DOWN THE LINE.
        • OPEN HOUSE SESSIONS
        • ENCOURAGE EMPLOYEE SOCIALIZATION
        • ORGANISATIONAL LEARNING EXPERIENCES.
    • TRAINING STRATEGIES
        • MODULE 1 : SOCIALISATION & INDUCTION
          • GET TO KNOW THE ORGANISATION.
          • SOIL HANDS AT THE GRASSROOT LEVEL.
          • REINFORCEMENT OF VISION & VALUES.
        • MODULE 2 : BASIC KNOWLEDGE & SKILLS
          • TRAINING RELEVANT TO AN INDIVIDUALS RESPONSIBILITIES.
          • IMPROVES KNOWLEDGE & SKILLS.
          • INPUTS IN ACHIEVEMENT & AFFILIATION TRAINING.
    • TRAINING STRATEGIES
        • MODULE 3 : CROSS FUNCTIONAL OVERVIEW
          • INPUTS ON INTERNAL & EXTERNAL ENVIRONMENT.
          • SIGNIFICANT AFFILIATION TRAINING.
        • MODULE 4 : OVERALL BUSINESS APPRECIATION
          • SPECIALIZATION IN PARENT FUNCTION.
          • INPUTS ON POWER & LEADERSHIP TRAINING.
    • TRAINING STRATEGIES
        • MODULE 5 : BUSINESS STRATEGY & ENVIRONMENT.
          • TRAINING ON STRATEGY FORMULATION.
          • LEADERSHIP & POWER MANAGEMENT.
        • RELEVANT PROCESS INTERVENTION AS APPROPRIATE TO THE ORGANISATION SHOULD BE PROVIDED FROM TIME TO TIME.
    • STRESS MANAGEMENT
      • JOB DESIGN / ROLE CLARITY
        • Reducing the scope for placing people under stress and clarifying roles.
      • CAREER DEVELOPMENT
        • Placing people in jobs with which they can cope and advance their careers in accordance with their capabilities.
    • CONFLICT MANAGEMENT
      • PEACEFUL CO-EXISTENCE
        • Encouragement to work with one another.
        • Maximum exchange of views & information.
        • May not be practicable all the time .
      • PROBLEM SOLVING
        • Joint development of solutions.
        • Sharing responsibility for achievement.
        • Arises need to find a genuine solution to a problem.
      • COMPROMISE
        • Splitting the difference by negotiations.
        • Assumption that there is no right or best answer.
    • CULTURE STRATEGIES
        • BUILD AN INTRICATE UNDERSTANDING OF THE BUSINESS
        • ENCOURAGE UNCOMPROMISING STRAIGHT TALK.
        • MANAGE FROM THE FUTURE.
        • HARNESS SETBACK - RECONTEXTUALIZE FAILURE.
        • PROMOTE INVENTIVE ACCOUNTABILITY - RESPOND TO UNREASONABLE CUSTOMER REQUESTS
        • UNDERSTAND THE QUID PRO QUO.
        • CREATE RELENTLESS DISCOMFORT FOR THE STATUS QUO.- SURPASS BENCHMARKS.
    • LEADERSHIP ROLES
      • TASK / VISION - Achieve the task / vision with the group.
      • GROUP MAINTENANCE - Hold the group together. Build up team spirit and morale.
      • IMAGE BUILDING -Build up a strong image of the institution.
      • SITUATIONAL LEADERSHIP - Follow the situational leadership role of : Tell / Sell / Consult / Join / Delegate.
      • POWER MANAGEMENT - Diffuse Power Centres
    • MECHANISMS FOR ABSORBING HUMAN IMPACT
      • EARLY IDENTIFICATION OF …
        • JOBS / PROCESSES LIKELY TO UNDERGO A CHANGE.
        • COMPETENCIES LIKELY TO BECOME OBSOLETE.
        • NEW COMPETENCIES NEEDED.
        • RETRAINING.
        • REDEPLOYMENT TO SUBSTITUTE HIRING WHEREVER POSSIBLE.
        • EXIT OPTIONS.
    • CREATING A WELCOME CLIMATE FOR THE CHANGE
      • INFORMAL COMMUNICATION PROCESS THROUGHOUT.
      • LEAD BY EXAMPLE
      • PERIODIC FORUMS FOR CONSULTATION WITH ORGANISATIONAL MEMBERS
      • TOP MANAGEMENT TO KEEP TALKING ABOUT THE FUTURE.
    • THE ENVIRONMENT SHOULD GIVE THE MESSAGE THAT IT IS A “FUN” PLACE TO WORK THE SMILE SHOULD BE ALWAYS THERE ON THE FACE - THE CHESSIRE CAT SYNDROME
      • Valuing People, Not Assets
      • Loosening Steering and Control
      • Organizing for Learning
      • Shaping the Human Community
    • VALUING PEOPLE, NOT ASSETS
      • Assets and profits - are like oxygen
        • necessary for life but not the purpose of life
        • “ Stora” was in the copper business in order to exist; it did not exist to be in copper
    • LOOSENING STEERING AND CONTROL
      • The organisation must give people the space to develop ideas
      • Freedom from
        • Control
        • Direction
        • Punishment for failure
        • Taking risks with people
              • e.g. rose buds
    • ORGANISING FOR LEARNING
      • How to learn
        • The members of the species should move around in flocks or herds and not individually
        • Some must have potential to invent new behaviours - new skills
        • Must have established process for transfer of learning to the entire community
        • Shell spends about $ 2,400 per employee
    • LIVING COMPANY MEMBERS
      • Are aware that they hold values in common. whoever cannot live with the Company’s values cannot and should not be a member.
      • Essence of underlying contract is mutual trust.
      • Money is not considered a positive motivator.
      • Management becomes stewardship.
      • Living, Learning Companies stand a better chance of surviving and evolving in a world they do not control