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HR OD Challenges

Presentation on Organizational Development made by Dasra in CSO Partners Workshop "Opportunities in Challenging Times - A Workshop for NGOs" held on September 14-15, 2009 at Secunderabad

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HR OD Challenges

  1. 1. Organization development Challenges facing NGOs
  2. 2. THE PHASES OF ORGANIZATIONAL DEVELOPMENT <ul><li>The Pioneering Phase </li></ul><ul><li>The Rational Phase </li></ul><ul><li>The Integrated Phase </li></ul><ul><li>The Associative Phase </li></ul>
  3. 3. The Pioneering Phase <ul><li>Characteristics </li></ul><ul><ul><li>Small, close to community and clients </li></ul></ul><ul><ul><li>Personality of pioneer shapes structures, ways of working </li></ul></ul><ul><ul><li>Charismatic leadership </li></ul></ul><ul><ul><li>Highly personalized functions organized around abilities of staff </li></ul></ul><ul><ul><li>Improvising – flexible – dependent </li></ul></ul><ul><ul><li>Challenges: chaos, arbitrariness, dependence of staff </li></ul></ul>
  4. 4. The Pioneering Phase (contd…) <ul><li>CRISIS </li></ul><ul><li>Sense of intimacy is lost, conflict develops between old and new generations </li></ul><ul><li>Grows complexity no longer informal way of managing </li></ul><ul><li>Chaos and disorganization increase </li></ul><ul><li>Loss of confidence in pioneer’s ability </li></ul><ul><li>New staff, want some decision making power </li></ul><ul><li>Pioneer and original staff resist change </li></ul><ul><li>Motivation decreases and conflicts increase </li></ul>
  5. 5. The Rational Phase <ul><li>Characteristics </li></ul><ul><li>Structures and roles become formalized </li></ul><ul><li>Guided by policies </li></ul><ul><li>Differentiated management, business-like, rational, division of labour </li></ul><ul><li>Staff fit into organizational requirements </li></ul><ul><li>Controlling – systematic – independent </li></ul><ul><li>Challenges: over-organization, fragmentation, bureaucracy </li></ul>
  6. 6. The Rational Phase (contd…) <ul><li>Crisis </li></ul><ul><li>The collective sense of purpose fragments </li></ul><ul><li>Mechanistic structures, systems, policies and procedures begin to frustrate staff </li></ul><ul><li>People start feeling stuck and isolated in the process, cogs in a creaking machine </li></ul><ul><li>Staff start to challenge or break the rules. Management cracks down </li></ul><ul><li>Often hidden resistance, loss of vitality and productivity </li></ul><ul><li>Corridor gossip and “cold crisis” can set in </li></ul><ul><li>Or a “hot crisis” of more open challenge and resistance </li></ul>
  7. 7. The Integrated Phase <ul><li>Characteristics </li></ul><ul><li>Renewed vision, values, culture developed cooperatively </li></ul><ul><li>More self organization, self control </li></ul><ul><li>Situational and developmental structure with flatter structure </li></ul><ul><li>Integrated functions, teams, autonomous groups (human element) </li></ul><ul><li>Best of pioneering and rational phase qualities </li></ul><ul><li>Fluid – networking - interdependence </li></ul>
  8. 8. The Associative Phase <ul><li>Characteristics </li></ul><ul><li>Interdependent relationships with other organizations and the environment (shared destiny) </li></ul><ul><li>Moving beyond constraints of competition to possibilities of collaboration </li></ul><ul><li>Acceptance o a wider responsibility </li></ul><ul><li>Internally similar to the Integrated Phase </li></ul><ul><li>Challenges: power blocks through strategic alliances </li></ul>
  9. 9. The Associative Phase (contd…) <ul><li>Crisis </li></ul><ul><li>Isolation and competitiveness with others </li></ul><ul><li>Missing opportunities for integrating and cooperating with other organizations </li></ul>

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