Organization Development (OD) related diagnosis associated with the change in the ORG and the need to ensure that all people, process and technology are aligned. This looks at the need for diagnosis, theg purpose behind and the methods that allow for diagnosis.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
A slide show on the Systems Perspective that was made for my Organizational Communications class. Hope you enjoy and if you have any questions please leave a comment.
Systematic approach to understand present state of organization and Specifies nature of problem and causes that provides basis for selecting strategies that involves systematic analysis of data for organization development.
A slide show on the Systems Perspective that was made for my Organizational Communications class. Hope you enjoy and if you have any questions please leave a comment.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The study of Pepsi Co need for organizational diagnosis and design to reduce marketing to children. Organizational diagnosis and design uses change management, tipping points, marketing, Business Case and Discovery, strategic grouping, transitioning, and talent and leadership.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Team building - Team work group OD interventions - Organizational Change an...manumelwin
Team building is the use of different types of interventions that are aimed at enhancing social relations and clarifying team members’ roles, as well as solving tasks and interpersonal problems that affect team functionality.
Leadership and change management to succeed in process improvementKailiford
This workshop was dedicated to the driving forces of behavioural change and leadership; to maximise skills required to deliver on process improvement and culture change initiatives.
The study of Pepsi Co need for organizational diagnosis and design to reduce marketing to children. Organizational diagnosis and design uses change management, tipping points, marketing, Business Case and Discovery, strategic grouping, transitioning, and talent and leadership.
In a worldwide survey managers admit that “People” are the toughest to handle and people-related problems are on the top of the agenda.
People-related problems – poor communication skills, employees lack motivation, conflicts between team members, overcoming employees’ resistance to organizational changes etc.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
establishment of the office equipment and employees in an organized manner,
office may run uninterrupted
resources of office have maximum utilization at minimum cost
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. What are we attempting…
Need for diagnosis
Levels of diagnosis
Methods of diagnosis
Suggested Interventions
…
3. ORG in their journey are faced with various factors that
influence their growth, presence, brand, stakeholder
value, etc.
Factors of influence can be
Internal – people, process, technology, customer
fulfillment methods, offerings / products, etc.
External – government, regulation, treaties, competition,
suppliers, etc.
In change and development agenda these factors can
cause a fillip or drag in the pace of achievement(s)
The impact is treated as an ORG being effective (OEV)
and efficient (OEN); or to the contrary
Introduction
4. A fillip or drag is a deviation from the stated path, stated targets,
stated assumptions, etc.
Deviation, positive or negative, is attached to the factors of
influence described previously
Deviation need to be examined
To understand cause-contribution
Contribution to OEV and OEN;
Replicate positive impact
Reduce impact of negative forces
Overcome drag
To correct negative contribution and build further
Institutionalize solution / corrections
…
Diagnosis is an important step before any solution is applied; it is a
scientific way to look at the situation and derive through methods
possible alternatives to address the impact
Need for diagnosis
5. Develop a systematic way to look into deviations
Collect data on people, people interactions, other behaviors, etc.
(in the light of OD) to study the cause-effect
Evolve and confirm the problem definition; this is an important
narrative as a correct, complete definition leads to apt,
implementable solutions
Determine the possible approach / intervention to deal with people
(action planning and action taking); feedback to the ORG, people;
Correct, reflect and institutionalize the solution to the deviation
Increase (replicate in case of high OEN, OEV) OEV, OEN; or bridge
the gap to target
OEV – defines the gap between the “what was the target” to “what
has been achieved”
OEN – defines the resources that has been used to achieve against
the target
Purpose of diagnosis
6. Scope of Diagnosis
OrganizationalLevel
• Impact Points
• VMV
• Strategy
• Structure
• Culture
• Technology
GroupLevel
• Impact Points
• Goals
• Task
Allocation
• Group Norms
• Group
Composition
• Group
Dynamics
IndividualLevel
• Impact Points
• Skills
• Independence
• Identity
• Growth
• Inclusive or
Value
7. Scope of Diagnosis – Org Level
Typical Influencers
Society – People,
Environment, Buyer /
Consumer, Natural forces, etc.
Economy – Govt. Policies,
Money Supply, Financial Status
of Country, Competition,
Suppliers and Partners,
Bilateral Treaties, etc.
Company – Vision, Mission,
Products & Offerings, Culture,
Strategy, Structure,
Stakeholders, Shareholders
Typical Outcomes
Increased or decreased
achievement based on
OEN, OEV
People alignment to cause
People motivation
Positive change in culture
Synergy within teams
New Products and Offerings
Delivering shareholder value
Etc.
8. Scope of Diagnosis – Grp Level
Typical Influencers
Company Internal
Org Structure
Org Process
Group & Individual Skills
Group norms & dynamics
Business practices delivering
services
etc.
Typical Outcomes
Increased or decreased
achievement based on
Goal Clarity
Shared Recognition
Shared values
Inter-personal relations
Leadership & alignment to cause
etc.
9. Scope of Diagnosis – Indi. Level
Typical Influencers
Company Internal
People demography
People skills
People principles
Leadership styles
Inter-personal relationships
Typical Outcomes
Increased or decreased
achievement based on
Empowerment
Delegation
Rewards and Recognition
Shared Values
Allocation of tasks
Identity
etc.
10. Discussed earlier…
Kurt Lewin
Force Field Analysis to determine the force that obstruct /
restrict the change, and force that drive the change
Action Research to determine the problem and work way up
to action taking and action planning
Open System Method
Evaluates the interaction, inter-play between the environment
inputs and outcomes through the processes in the ORG
Helps diagnoses the deviation to the change
Kepner-Tregoe method on problem solving and decision
making (PSDM)
Diagnosis Method - 1
12. Diagnosis Method- McKinsey 7-S
Shared values – the values
that all in ORG stand by
Strategy – how do we
execute on the mission &
vision
Systems-process, technology
and its capabilities
Staff-People, capability,
capacity, attitude, etc.
Style-the leadership
behavior that carries the
ORG
Structure – the schematics
and mechanics in the
transfer of data, information
and responsibility
Skills – human capital what’s
available and what’s needed
13. Strategy
What is the organization’s strategy seeking to accomplish?
How does the organization plan to use its resources and capabilities to deliver that?
What is distinct about this organization?
How does the organization compete?
How does the organization adapt to changing market conditions?
Structure
How is the organization organized?
What are the reporting and working relationships (hierarchical, flat, silos, etc.)?
How do the employees align themselves to the strategy?
How are decisions made? Is it based off of centralization, empowerment, decentralization or other
approaches?
How is information shared (formal and informal channels) across the organization?
Systems
What are the primary business and technical systems that drive the organization?
What and where are the system controls?
How is progress and evolution tracked?
What internal rules and processes does the team utilize to maintain course?
McKinsey 7s – Hard Elements
14. Shared Values
What is the mission of the organization?
What is the vision to get there? If so, what is it?
What are the ideal versus real values?
How do the values play out in daily life?
What are the founding values that the organization was built upon?
Style –
What is the management/leadership style like? How do they behave?
How do employees respond to management/leadership?
Do employees function competitively, collaboratively, or cooperatively?
Are there real teams functioning within the organization or are they just nominal groups?
What behaviors, tasks and deliverables does management/leadership reward?
Staff –
What is the size of the organization?
What are the staffing needs?
Are there gaps in required capabilities or resources?
What is the plan to address those needs?
Skills –
What skills are used to deliver the core products and/or services? Are these skills sufficiently present and available?
Are there any skill gaps?
What is the organization known for doing well?
Do the employees have the right capabilities to do their jobs?
How are skills monitored, assessed, and improved?
McKinsey 7s – Soft Elements
16. Bias – caused by experiences, repetitive work flows, data exchange,
familiarity with people, systems and data; hence leading to
uncalled for assumptions
Overriding authority – ignores data points, feedbacks and applies
the maximum pressure to align with idea, suggestion rather than
make informed decision based on ground realities
Lengthy process – larger the organization the more time consuming
is to look at the triggers and solutions; by then data point would
have changed, premise / context would have changed; or external
influence may have diminished
Complex – changing people behavior or culture is not easy; required
sustained effort and monitoring
Technology-organizations are today built on technology;
overhauling this to accommodate change is next to impossible given
the reach and exorbitant cost of replacement; comprises are made
in deployment and use of technology
…
Challenges in Diagnosis
17. “injected” methods, state transitions tools, planned
actions to connect the dots and cross the “T” to help
OEN, OEV
Has to support the change; has to align the people and
their contribution to the cause
Has to fit the culture ethos of the ORG
Applied when the context is right, the situation and
people are capable of dealing with the “injection”
Measured on outcomes to help have facts deal with
subsequent planned efforts / actions
…
Interventions
19. Development and Change agenda requires a thorough
diagnosis on any of the section / elements of the ORG
The objective is to assess whether OEV, OEN will suffer
due to the change foreseen
Interventions needs to be applied ahead to help
alignment
Elements can be “hard” (tangible) or “soft” (intangible)
and all of such elements needs to be addressed
Methods of diagnosis can be any; can be based on the
complexity of the change, the time available to change,
the effort and cost of doing so, the external influences
and their part in the change
…
In Summary
This is inter-related with the OUTSIDE Environment – that which is not controlled solely by the behavior and outcomes of the ORG. This also means that the OUTSIDE ENV in many ways also contributes to the elements in the 6 box board. That is, for e.g., the opportunity is dictated by the existing of space in the current market or that the technology in play helps deliver the same product or offerings to existing marketplace or any other geography that is not sufficiently covered. As another example, the current demography and purchasing power of the market place may offer opportunities to enhance the current offerings. And so on
The same opportunity may offer a sufficiently and better able leadership and skills to work with the opportunity or any change agenda.
Produced by Tom Peters and Robert Waterman; at McKinsey in 1980;
Hard elements – Strategy, Structure, Systems
Soft Elements – Shard Values, Skills, Staff, Style
All these 7 elements have to be aligned to the change agenda to move forward.