Sam Demas on Organizational Development


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Sam Demas on Organizational Development

  1. 1. N I T L E S E R I E S O N :F U T U R E O F T H E L I B E R A L A R T S C O L L E G EL I B R A R YS A M D E M A S7 M A Y 2 0 1 3Overview ofOrganizational Development
  2. 2. Webinar Scope Overview of organizational development What it is and why it is important An holistic view DIY: ongoing, inclusive process Unpack elements Organizational culture Strategic directions and planning Workflow analysis Organizational structure Some approaches and tips Questions and discussion
  3. 3. Organizational Development – Why and How? Why Organizational Development? Staff are the most important library resource Changes in the ecology of scholarly communication Stagnation, immobilized, overwhelmed Morale and/or operational problems Leadership change Administrative pressure DIY (selective use of consultants) ongoing,inclusive internal effort Organizational review as a tool in org. dev.
  4. 4. What is Organizational Review? : (1 of 2)1. Purposes: Set strategic directions, align with institution Adjust organizational culture and structure to achieve strategic goals and adapt to changes in the environment. to create capacity for new work and areas of new emphasis.2. Methods: Identify what to create more capacity to do strategic plan, departmental review, outside assessment, etc. Study organizational culture and structure identify what is working well and what could be improved (staffconversations) Workflow analysis – different levels & approaches
  5. 5. What is Organizational Review? (2 of 2)3. Outcomes can include: Written or oral report New workflows New job descriptions for some staff Identify focus for vacant positions New or modified organizational structure More emphasis on: Communication Decision-making and leadership Recognition and rewards How we handle change Identify things to stop doing or de-emphasize “Signature programs”
  6. 6. Familiar tools for Organizational Development Mission, vision, values Strategic planning Alignment with university goals Setting annual goals for library & staff Holistic organizational review Departmental reviews Other external assessments (consultant, colleagues) Workflow analysis Structure and job descriptions Organizational culture
  7. 7. Elements of Organizational Culture Communication Morale/esprit de corps Hiring and performance evaluations Decision-making and leadership Recognition and rewards Professional development – expectations & support Assessment How we handle change and planning Organizational structure
  8. 8. Mission, vision, values Mission (enduring) What is the essential purpose? Why exists? What it does to accomplish these ends? Vision (5-10 years from now) A vivid idealized description of desired outcomes Resulting contribution to society Values (today) What do you believe in? Hold true? How do we behave and act on these beliefs? How do we treat each other?
  9. 9. Mission, vision, values When and why it matters When you have lost track, need grounding Staff turnover New directions Approaches Mission, vision Staff task force run the process Values Appreciative inquiry exercise
  10. 10. Strategic Planning Outcomes Should result in a common resolve and focus Guiding document Ongoing review and update of strategic plan Serve as basis for annual goals, staffing and budgetpriorities What you want to create capacity for Staff development Use of positions What to stop doing, de-emphasize, stop doing….
  11. 11. Annual Goals For Library For Each Department For each member of the team Tied to performance evaluation Tied to compensation, reward, recognition,
  12. 12. Departmental Reviews Academic tradition of decennial reviews Internal review External review Campus review Outside assessment by consultant or colleagues Less formal targeted reviews of operations,workflows, departments, areas of challenge
  13. 13. Workflow Analysis What is it? Taking a fresh and wholistic look at the nitty gritty of how the workgets done. [In-depth, step-by-step analysis of how the work getsdone, how workflows operate with and across departments, review] How to do it? Consultants In-house task forces Invite colleagues to visit Environmental scan Conduct site visits, job swaps How to avoid people feeling threatened?
  14. 14. Organizational Structure IMHO, not as important as many people think Characteristics of other aspects of organizational culture are much moreimportant However, useful exercise in every organization periodically Structure can be an obstacle to communication, cooperation,transparency, mutual support, holistic thinking and acting Factors: size of organization, cast of characters, organizationalculture, institutional culture, etc. Customized to thecircumstances, no cookie-cutter approach. Consultants can be useful in facilitating process
  15. 15. Job descriptions Work closely with HR Loyal, smart, long term employees can benefit fromtaking on new roles and responsibilities, and so canthe organization! Use as opportunity to review classifications, getpeople raises, make staff development plans, etc.
  16. 16. Conclusion/wrapup Organizational development is mostly a DIY activity:ongoing, intentional, open, honest, andinclusive process of cultivating individuals andthe whole team Consultant roles Timing/sequencing of activities? How to quell staff anxiety and engage them intellectuallyand emotionally? Questions and discussion……..
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