Odi i

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Odi i

  1. 1. TO MAKE THINGS HAPPEN AN OD INTERVENTION
  2. 2. WHY? <ul><li>DEMOTIVATED WORKFORCE CAN SEVERLY HAMPER GROWTH. </li></ul><ul><li>UNCLEAR STRUCTURE WILL HAMPER ROLE CLARITY OF WORKFORCE. </li></ul><ul><li>INEFFECTIVE PROCESSES WILL BE TAXING ON THE EMPLOYEES AND THE CUSTOMER. </li></ul><ul><li>DIFFUSED VISION AND UNCLEAR STRATEGYWILL LEAD TO CONFUSION AMONG PEOPLE. </li></ul>
  3. 3. WHY? BECAUSE PEOPLE CAN MAKE OR BREAK AN ORGANISATION... ...EMPLOYEES WITH PASSION WILL TIDE THEIR ORGANISATION THROUGH BAD TIMES…..
  4. 4. ORGANISATIONAL DIAGNOSIS PERSPECTIVES
  5. 5. CULTURE
  6. 6. TRANSFORMATIONAL FACTORS <ul><li>EXTERNAL ENVIRONMENT </li></ul><ul><li>LEADERSHIP </li></ul><ul><li>MISSION & STRATEGY </li></ul><ul><li>ORGANISATION CULTURE </li></ul><ul><li>INDIVIDUAL & ORGANISATIONAL PERFORMANCE. </li></ul>
  7. 7. TRANSACTIONAL FACTORS <ul><li>MANAGEMENT PRACTICES </li></ul><ul><li>STRUCTURE </li></ul><ul><li>SYSTEMS </li></ul><ul><li>WORK UNIT CLIMATE </li></ul><ul><li>TASK REQUIREMENTS & INDIVIDUAL SKILLS / ABILITIES </li></ul><ul><li>MOTIVATION </li></ul><ul><li>INDIVIDUAL & ORGANISATIONAL PERFORMANCE. </li></ul>
  8. 8. LEADERSHIP <ul><li>VISION </li></ul><ul><li>IMAGE </li></ul><ul><li>POWER </li></ul><ul><li>INNOVATION </li></ul><ul><li>STYLE </li></ul><ul><li>RISK TAKING </li></ul>
  9. 9. STRUCTURE <ul><li>ROLES </li></ul><ul><li>RELATIONSHIPS </li></ul>
  10. 10. PROCESS <ul><li>PLANNING </li></ul><ul><li>OPERATIONS </li></ul><ul><li>CONTROL </li></ul><ul><li>COMMUNICATION </li></ul><ul><li>AUTOMATION </li></ul><ul><li>EDUCATION </li></ul><ul><li>ALLOCATION </li></ul><ul><li>REWARDS </li></ul>
  11. 11. WORKFORCE <ul><li>VALUES / ETHICS </li></ul><ul><li>SKILLS / COMPETENCIES </li></ul><ul><li>KNOWLEDGE </li></ul><ul><li>MOTIVATION </li></ul><ul><li>COMMITMENT </li></ul>
  12. 12. EMPLOYEES TODAY VALUE ... <ul><li>INDEPENDENCE </li></ul><ul><li>JOB SATISFACTION </li></ul><ul><li>FLEXIBILITY </li></ul><ul><li>OPPORTUNITIES FOR ADVANCEMENT </li></ul><ul><li>OPPORTUNITY TO INNOVATE. </li></ul>
  13. 13. CUSTOMERS TODAY VALUE ... <ul><li>SUPERIOR QUALITY </li></ul><ul><li>WHAT HE WANTS - NOT WHAT THE COMPANY WANTS TO SELL. </li></ul><ul><li>SERVICE </li></ul><ul><li>FLEXIBILITY </li></ul>Remember: They have more choice in the market
  14. 14. VITAL SIGNALS <ul><li>POWER </li></ul><ul><ul><li>Do employees believe they can affect organization.Do they believe they have the power to make things happen? </li></ul></ul><ul><li>IDENTITY </li></ul><ul><ul><li>Do individuals identify narrowly with their function or they identify with the organisation as a whole? </li></ul></ul><ul><li>CONFLICT </li></ul><ul><ul><li>How do members of the organisation handle conflict? </li></ul></ul><ul><li>LEARNING </li></ul><ul><ul><li>How does the organisation learn? How does it deal with new ideas. </li></ul></ul>
  15. 15. INTERVENTIONS <ul><li>INCORPORATING EMPLOYEES - fully into the process of dealing with business challenges. </li></ul><ul><li>LEADING FROM A DIFFERENT MINDSET - so as to sharpen and maintain employee involvement and constructive stress. </li></ul><ul><li>INSTILLING MENTAL DISCIPLINES - that will make people behave differently and help them sustain their new behaviour. </li></ul>
  16. 16. ACTION PLAN A RECIPE FOR CHANGE
  17. 17. ACTION PLAN - STRATEGY <ul><li>BUSINESS PLANNING / GOAL SETTING / TACTICAL STEPS. </li></ul><ul><li>FOCUS ON BUILDING CORE BUSINESS CAPABILITY. </li></ul><ul><li>LEAN & FOCUSSED COMMITMENT OF HUMAN / PHYSICAL ASSETS. </li></ul><ul><li>HIGH COMMITMENT OF RESOURCES - INFORMATION & COMMUNICATION. </li></ul><ul><li>REVIEW MECHANISMS. </li></ul><ul><li>PERIODIC FEEDBACK & CORRECTIVE INTERVENTIONS . </li></ul><ul><li>TRANSFER / SHARE CRITICAL LEARNING EXPERIENCES </li></ul>
  18. 18. ACTION PLAN - SYSTEMIC <ul><li>STRUCTURE </li></ul><ul><ul><li>FLAT STRUCTURES </li></ul></ul><ul><ul><li>HIERARCHIES DEMYSTIFIED </li></ul></ul><ul><ul><li>COMMUNICATION CHANNELS - ALL DIRECTIONS </li></ul></ul><ul><ul><li>GREATER ROLES AND RESPONSIBILITIES. </li></ul></ul>
  19. 19. ACTION PLAN - SYSTEMIC <ul><li>PROCESSES </li></ul><ul><ul><li>INFLUENCING RESOURCE MARKETS THROUGH INFORMATION ABOUT THE GROUP. </li></ul></ul><ul><ul><li>INFLUENCING PRODUCT MARKET THROUGH CUSTOMER AWARENESS. </li></ul></ul><ul><ul><li>MANAGEMENT STYLE AND CULTURE. </li></ul></ul><ul><ul><li>ORGANISATIONAL LEARNING. </li></ul></ul>
  20. 20. ACTION PLAN - PEOPLE <ul><li>MORALE / MOTIVATION </li></ul><ul><li>UNCERTAINTY MANAGEMENT </li></ul><ul><ul><li>Communication </li></ul></ul><ul><ul><li>Participation </li></ul></ul><ul><li>STRESS MANAGEMENT </li></ul><ul><ul><li>Job Design / Role Clarity </li></ul></ul><ul><ul><li>Career Development </li></ul></ul><ul><li>CONFLICT MANAGEMENT </li></ul><ul><ul><li>Peaceful Co-existence </li></ul></ul><ul><ul><li>Problem Solving </li></ul></ul><ul><ul><li>Compromise </li></ul></ul>
  21. 21. MORALE BUILDING STRATEGIES <ul><ul><li>CELEBRATIONS ON MILESTONES </li></ul></ul><ul><ul><li>ACHIEVEMENTS GALLERY </li></ul></ul><ul><ul><li>OPEN FORUMS - VENT FOR FEELINGS </li></ul></ul><ul><ul><li>FRIENDLY & TRUSTFUL CULTURE </li></ul></ul><ul><ul><li>MAINTAIN DIGNITY TO THE INDIVIDUAL </li></ul></ul><ul><ul><li>PRAISE IN PUBLIC </li></ul></ul>
  22. 22. MOTIVATION STRATEGIES <ul><ul><li>BE A PART OF THE PROCEEDINGS. </li></ul></ul><ul><ul><li>FLEXIBLE WORK ENVIRONMENT </li></ul></ul><ul><ul><li>GOOD JOB CONTENT - LOT OF FREEDOM </li></ul></ul><ul><ul><li>JOB ROTATION / CAREER PLANNING </li></ul></ul><ul><ul><li>RECOGNITION SCHEMES </li></ul></ul><ul><ul><li>CROSS FUNCTIONAL EXPOSURE </li></ul></ul>
  23. 23. MOTIVATION STRATEGIES <ul><ul><li>TASK FORCE - FOR SPECIAL ASSIGNMENTS </li></ul></ul><ul><ul><li>TOP MANAGEMENT PARTICIPATION - HANDS ON. </li></ul></ul><ul><ul><li>ENCOURAGE SOLUTIONS FROM THE RANKS </li></ul></ul><ul><ul><li>CULTURE TO FOSTER A PASSION TO WORK </li></ul></ul>
  24. 24. COMMUNICATION STRATEGIES <ul><ul><li>ANNOUNCEMENTS </li></ul></ul><ul><ul><li>NEWSLETTER </li></ul></ul><ul><ul><li>TRAINING PROGRAMS </li></ul></ul><ul><ul><ul><li>THEME PROGRAMS </li></ul></ul></ul><ul><ul><ul><li>CULTURE BUILDING EXERCISE </li></ul></ul></ul><ul><ul><ul><li>VISION & VALUES EXERCISE </li></ul></ul></ul><ul><ul><li>COMMUNIQUES / SEMINARS </li></ul></ul><ul><ul><li>GOALS / VALUES / VISION - TO BE EMPHASISED ON ALL FORUMS. </li></ul></ul>
  25. 25. COMMUNICATION STRATEGIES <ul><ul><li>FUTURE STRATEGY SHOULD BE COMMUNICATED DOWN THE LINE. </li></ul></ul><ul><ul><li>OPEN HOUSE SESSIONS </li></ul></ul><ul><ul><li>ENCOURAGE EMPLOYEE SOCIALIZATION </li></ul></ul><ul><ul><li>ORGANISATIONAL LEARNING EXPERIENCES. </li></ul></ul>
  26. 26. TRAINING STRATEGIES <ul><ul><li>MODULE 1 : SOCIALISATION & INDUCTION </li></ul></ul><ul><ul><ul><li>GET TO KNOW THE ORGANISATION. </li></ul></ul></ul><ul><ul><ul><li>SOIL HANDS AT THE GRASSROOT LEVEL. </li></ul></ul></ul><ul><ul><ul><li>REINFORCEMENT OF VISION & VALUES. </li></ul></ul></ul><ul><ul><li>MODULE 2 : BASIC KNOWLEDGE & SKILLS </li></ul></ul><ul><ul><ul><li>TRAINING RELEVANT TO AN INDIVIDUALS RESPONSIBILITIES. </li></ul></ul></ul><ul><ul><ul><li>IMPROVES KNOWLEDGE & SKILLS. </li></ul></ul></ul><ul><ul><ul><li>INPUTS IN ACHIEVEMENT & AFFILIATION TRAINING. </li></ul></ul></ul>
  27. 27. TRAINING STRATEGIES <ul><ul><li>MODULE 3 : CROSS FUNCTIONAL OVERVIEW </li></ul></ul><ul><ul><ul><li>INPUTS ON INTERNAL & EXTERNAL ENVIRONMENT. </li></ul></ul></ul><ul><ul><ul><li>SIGNIFICANT AFFILIATION TRAINING. </li></ul></ul></ul><ul><ul><li>MODULE 4 : OVERALL BUSINESS APPRECIATION </li></ul></ul><ul><ul><ul><li>SPECIALIZATION IN PARENT FUNCTION. </li></ul></ul></ul><ul><ul><ul><li>INPUTS ON POWER & LEADERSHIP TRAINING. </li></ul></ul></ul>
  28. 28. TRAINING STRATEGIES <ul><ul><li>MODULE 5 : BUSINESS STRATEGY & ENVIRONMENT. </li></ul></ul><ul><ul><ul><li>TRAINING ON STRATEGY FORMULATION. </li></ul></ul></ul><ul><ul><ul><li>LEADERSHIP & POWER MANAGEMENT. </li></ul></ul></ul><ul><ul><li>RELEVANT PROCESS INTERVENTION AS APPROPRIATE TO THE ORGANISATION SHOULD BE PROVIDED FROM TIME TO TIME. </li></ul></ul>
  29. 29. STRESS MANAGEMENT <ul><li>JOB DESIGN / ROLE CLARITY </li></ul><ul><ul><li>Reducing the scope for placing people under stress and clarifying roles. </li></ul></ul><ul><li>CAREER DEVELOPMENT </li></ul><ul><ul><li>Placing people in jobs with which they can cope and advance their careers in accordance with their capabilities. </li></ul></ul>
  30. 30. CONFLICT MANAGEMENT <ul><li>PEACEFUL CO-EXISTENCE </li></ul><ul><ul><li>Encouragement to work with one another. </li></ul></ul><ul><ul><li>Maximum exchange of views & information. </li></ul></ul><ul><ul><li>May not be practicable all the time . </li></ul></ul><ul><li>PROBLEM SOLVING </li></ul><ul><ul><li>Joint development of solutions. </li></ul></ul><ul><ul><li>Sharing responsibility for achievement. </li></ul></ul><ul><ul><li>Arises need to find a genuine solution to a problem. </li></ul></ul><ul><li>COMPROMISE </li></ul><ul><ul><li>Splitting the difference by negotiations. </li></ul></ul><ul><ul><li>Assumption that there is no right or best answer. </li></ul></ul>
  31. 31. CULTURE STRATEGIES <ul><ul><li>BUILD AN INTRICATE UNDERSTANDING OF THE BUSINESS </li></ul></ul><ul><ul><li>ENCOURAGE UNCOMPROMISING STRAIGHT TALK. </li></ul></ul><ul><ul><li>MANAGE FROM THE FUTURE. </li></ul></ul><ul><ul><li>HARNESS SETBACK - RECONTEXTUALIZE FAILURE. </li></ul></ul><ul><ul><li>PROMOTE INVENTIVE ACCOUNTABILITY - RESPOND TO UNREASONABLE CUSTOMER REQUESTS </li></ul></ul><ul><ul><li>UNDERSTAND THE QUID PRO QUO. </li></ul></ul><ul><ul><li>CREATE RELENTLESS DISCOMFORT FOR THE STATUS QUO.- SURPASS BENCHMARKS. </li></ul></ul>
  32. 32. LEADERSHIP ROLES <ul><li>TASK / VISION - Achieve the task / vision with the group. </li></ul><ul><li>GROUP MAINTENANCE - Hold the group together. Build up team spirit and morale. </li></ul><ul><li>IMAGE BUILDING -Build up a strong image of the institution. </li></ul><ul><li>SITUATIONAL LEADERSHIP - Follow the situational leadership role of : Tell / Sell / Consult / Join / Delegate. </li></ul><ul><li>POWER MANAGEMENT - Diffuse Power Centres </li></ul>
  33. 33. MECHANISMS FOR ABSORBING HUMAN IMPACT <ul><li>EARLY IDENTIFICATION OF … </li></ul><ul><ul><li>JOBS / PROCESSES LIKELY TO UNDERGO A CHANGE. </li></ul></ul><ul><ul><li>COMPETENCIES LIKELY TO BECOME OBSOLETE. </li></ul></ul><ul><ul><li>NEW COMPETENCIES NEEDED. </li></ul></ul><ul><ul><li>RETRAINING. </li></ul></ul><ul><ul><li>REDEPLOYMENT TO SUBSTITUTE HIRING WHEREVER POSSIBLE. </li></ul></ul><ul><ul><li>EXIT OPTIONS. </li></ul></ul>
  34. 34. CREATING A WELCOME CLIMATE FOR THE CHANGE <ul><li>INFORMAL COMMUNICATION PROCESS THROUGHOUT. </li></ul><ul><li>LEAD BY EXAMPLE </li></ul><ul><li>PERIODIC FORUMS FOR CONSULTATION WITH ORGANISATIONAL MEMBERS </li></ul><ul><li>TOP MANAGEMENT TO KEEP TALKING ABOUT THE FUTURE. </li></ul>
  35. 35. 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
  36. 36. <ul><li>Valuing People, Not Assets </li></ul><ul><li>Loosening Steering and Control </li></ul><ul><li>Organizing for Learning </li></ul><ul><li>Shaping the Human Community </li></ul>
  37. 37. VALUING PEOPLE, NOT ASSETS <ul><li>Assets and profits - are like oxygen </li></ul><ul><ul><li>necessary for life but not the purpose of life </li></ul></ul><ul><ul><li>“ Stora” was in the copper business in order to exist; it did not exist to be in copper </li></ul></ul>
  38. 38. LOOSENING STEERING AND CONTROL <ul><li>The organisation must give people the space to develop ideas </li></ul><ul><li>Freedom from </li></ul><ul><ul><li>Control </li></ul></ul><ul><ul><li>Direction </li></ul></ul><ul><ul><li>Punishment for failure </li></ul></ul><ul><ul><li>Taking risks with people </li></ul></ul><ul><ul><ul><ul><ul><li>e.g. rose buds </li></ul></ul></ul></ul></ul>
  39. 39. ORGANISING FOR LEARNING <ul><li>How to learn </li></ul><ul><ul><li>The members of the species should move around in flocks or herds and not individually </li></ul></ul><ul><ul><li>Some must have potential to invent new behaviours - new skills </li></ul></ul><ul><ul><li>Must have established process for transfer of learning to the entire community </li></ul></ul><ul><ul><li>Shell spends about $ 2,400 per employee </li></ul></ul>
  40. 40. LIVING COMPANY MEMBERS <ul><li>Are aware that they hold values in common. whoever cannot live with the Company’s values cannot and should not be a member. </li></ul><ul><li>Essence of underlying contract is mutual trust. </li></ul><ul><li>Money is not considered a positive motivator. </li></ul><ul><li>Management becomes stewardship. </li></ul>
  41. 41. <ul><li>Living, Learning Companies stand a better chance of surviving and evolving in a world they do not control </li></ul>

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