Organisation development
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This document discusses organisation development and the benefits it provides. It outlines a process for organisation development that includes mapping the environment, identifying vision and mission, developing a change strategy, implementing changes, and providing leadership support. It also discusses tools that can be used in organisation development like Five Forces Analysis, Appreciative Inquiry, PESTLE analysis, SWOT analysis, and Stakeholder analysis. The overall purpose of organisation development is to help organisations adapt to change and ensure long term sustainability.
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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.
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The Star Model™
Processes.
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Horizontal Processes.Vertical Processes.
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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.
1 1 1 Answers for theses question with little notes an
1
1
1
Answers for theses question with little notes ant bullet point on power points. Two ppt is enough.
4.
Who supports the change? Who is resisting the change? Why?
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· Technology: What are the developments in technology that could affect your business in the short or long term? Are there any existing technologies that could increase the efficiency of your organization?
· Customers: What is affecting your capability to offer top-notch customer service? How dynamic is your customer base?
· Economy: What is the present pattern of the economy, and how could it affect the future of the business?
· Labor Supply: How are the labor market and environment in your areas of operation?
How will you ensure there is ready access to workers with high demand?
· Academic interests: Employment interests and the famous fields of the prospective students together with their families.
· Research: Funding from private, governmental, and foundation sources and changes in
interests.
· Philanthropy: The changes in the available funding and donors' interests, attitudes, and approaches.
· Legislative/Political environment: Are there any impending legislation that will affect your business in the future? What impacts will the election results have on your organization?
("TOPPR", 2021A and "TOPPR", 2021B)
Every firm should identify the external factor with the most impact to make environmental scanning a helpful tool. The next step should be to perform an internal scan of the firm. Perform a review of the organization's mission, strategic plan, and vision. Examine the organization's weaknesses and strengths. Look at the ...
1 1 1 Answers for theses question with little notes an
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Answers for theses question with little notes ant bullet point on power points. Two ppt is enough.
4.
Who supports the change? Who is resisting the change? Why?
5. What’s your communication objective? (Raise awareness, change behavior, change attitudes, build support, neutralize critics). Why?
Environmental Scanning for Google Inc. Introduction
Environmental scanning is a procedure that methodically inspects and interprets the relevant information to point out the external threats and opportunities that can influence future decisions. It is the consistent tracking of events, occurrences, and trends in the firm's internal and external environment that bear on its present and future endeavors. (Terry, 2020). Environmental scanning is related to SWOT analysis and should be integrated into the strategic planning process. An excellent environmental scanning process looks into both qualitative and quantitative changes. Ultimately, you should create a set of environmental indicators (external, internal, quantitative, and qualitative) that you think are the most important and could potentially impact the analysis you are performing.
The components of environmental scanning that should be analyzed include the following:
· Trends: What are the ongoing trends in the industry or marketplace that could impact your organization either positively or negatively.
· Competition: How are your competitors operating? What are they doing? Which of your competitor's weaknesses can you exploit?
· Technology: What are the developments in technology that could affect your business in the short or long term? Are there any existing technologies that could increase the efficiency of your organization?
· Customers: What is affecting your capability to offer top-notch customer service? How dynamic is your customer base?
· Economy: What is the present pattern of the economy, and how could it affect the future of the business?
· Labor Supply: How are the labor market and environment in your areas of operation?
How will you ensure there is ready access to workers with high demand?
· Academic interests: Employment interests and the famous fields of the prospective students together with their families.
· Research: Funding from private, governmental, and foundation sources and changes in
interests.
· Philanthropy: The changes in the available funding and donors' interests, attitudes, and approaches.
· Legislative/Political environment: Are there any impending legislation that will affect your business in the future? What impacts will the election results have on your organization?
("TOPPR", 2021A and "TOPPR", 2021B)
Every firm should identify the external factor with the most impact to make environmental scanning a helpful tool. The next step should be to perform an internal scan of the firm. Perform a review of the organization's mission, strategic plan, and vision. Examine the organization's weaknesses and strengths. Look at the ...
OB - notes on Organizational Developemnt.pptx
This document provides an overview of organization development (OD). It defines OD as a systematic, integrated approach to improving organizational effectiveness. The founding father of OD is identified as Kurt Lewin. Key aspects of OD discussed include its focus on planned intervention and use of behavioral science knowledge to increase organizational health. Characteristics of OD highlighted are that it takes a systematic approach to planned change and recognizes the reciprocal relationship between individuals and the organization. The objectives and strategies of OD are also outlined.
What Are Organization Development Interventions, Why Do They Matter, And How ...
Our goal is to present a basic understanding of organizational development, what it entails, and some examples of common OD interventions and how it operates.
Organization Development
Organization Development (OD) is a planned process for improving organizational effectiveness. It involves planned interventions using behavioral science knowledge. Common OD interventions include team building, management training, setting goals and measurements. OD aims to increase organizational health by addressing both technical and human aspects of the organization through a collaborative, system-wide change process.
PDSA Cycle
The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.
organizational development
This document discusses organization development (OD) and its strategies. It defines OD as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral-science knowledge." Some key OD strategies discussed include action research, conflict management, executive development, goal setting, group facilitation, and strategic planning. Action research is described as an assessment and problem-solving process aimed at improved effectiveness. The steps in action research are also outlined. Reasons for doing OD include addressing human resources, changing workplace nature, global market pressures, and accelerated rate of change. Both internal and external consultants can be change agents in OD. A formula for change
STRATEGIC AND OPERATIONAL MANAGEMENT-8615
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
EContent_11_2023_04_17_12_23_04_Module4pptx__2019_03_23_07_54_061pptx__2023_0...
This document discusses organizational diagnosis and organizational development. It defines organizational diagnosis as examining an organization to determine gaps between current and desired performance. Organizational development aims to improve organizational effectiveness through planned interventions. The document outlines facets of diagnosis including processes, models, and methods. It also discusses OD practitioner competencies and styles, as well as common intervention techniques like team building, surveys, and structural changes. Prerequisites for effective OD include management commitment, communication, resources and using a systematic diagnostic process.
4 constraints wbk-strategy scorecard
4 Constraints Strategy Canvas–challenges the team to assess the organization’s track record to-date for how each of the 4 constraints is affecting the organization and where we stand in each of these constraints. Through debate and discussion, the team seeks to develop a graphic representation of the current state regarding the degree to which each of 4 constraints is focused on during the launch and implementation of a major change initiative
Strategies for improving organizational effectiveness
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
OD- SUNAINA .pdfhvhhvghvhvh h hhvvhvghhvhv
This document discusses organizational development interventions. It begins by defining organizational development interventions as processes that transform organizations into cohesive and effective units. It then outlines the key components of OD interventions, including diagnosis of issues, selecting interventions like process consultation or team building, maintaining changes through continuous improvement, and understanding process interventions that focus on optimizing internal systems. The document also discusses the comprehensive nature of OD interventions from initial planning to evaluation. It concludes by describing some structural interventions like job design, restructuring, diversity initiatives, and workforce planning.
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What Are Organization Development Interventions, Why Do They Matter, And How ...
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Organisation development
- 1. Organisation Development Benefits of Organisation Development Organisation Development helps to create a culture of continuous improvement aligned around shared goals and targets. OD can help to accelerate the speed of change by harnessing the commitment and motivation of employees. It can help turn conflict into constructive dialogue, and in doing so, improve the speed and the quality of decision making. Outcomes • Improved customer satisfaction; • Improved flexibility; • Pooling of ideas; • Positive change and innovation; • Increased profit or surplus; • Improved service and product quality. The Organisation Development Process The National Occupational Standards (NOS) for Management and Leadership include a number of units that can help with an Organisation Development process. These units can help you implement changes to your organisation that will help ensure it develops in line with future requirements. Map your Environment Develop a clear and up-to-date picture of the environment in which your organisation operates – Use unit B2 to support this process. Identify the Purpose Core Vision / Mission for the Organisation This should be done in collaboration with at least other members of the senior management team wherever possible - Use unit B3. Develop Strategy for Change This process looks at the changes you wish to make and the strategy which will be applied to take you there—refer to unit C3—encouraging innovation in your organisation. Carry out the Change This part of the process includes leading, planning and implementing the changes (units C4, C5, and C6) Provide Support through Leadership This is critical to ensuring people are committed and motivated to achieving the changes—use unit B7 to review your leadership approach. Tools and Techniques A number of methodologies have developed in the OD field, such as Peter Senge’s 5th Discipline and the concept of the learning organisation. In addition, the following tools and techniques can be helpful throughout the OD process: Five Forces Analysis This looks at five key areas for businesses: threat of entry, power of buyers, power of suppliers, threat of substitutes, and competitive rivalry. Appreciative Enquiry Traditional approaches to problem solving look at what is wrong with a system, appreciative enquiry looks at what has worked in the past and the reasons why it worked. PESTLE Political, Economic, Social, Technological, Legal and Environmental Benchmarking is a model for looking at what is happening in the external environment and using the findings to determine future strategy. SWOT Analysis Whereas the PESTLE focuses on external factors, the SWOT (Strengths, Weaknesses, Opportunities and Threats) is mostly used to examine internal factors. Stakeholder Analysis This is a technique you can use to identify and assess the importance of key people, groups or institutions that may significantly influence the success of your organisation, activity or projects. Using the National Standards to Support Organisation Development Best Practice Guide What is Organisation Development? According to Warren Bennis, organisation development (OD) is a complex strategy intended to change the beliefs, attitudes, values and structure of organisations so that they can better adapt to new technologies, markets and challenges. It is the process through which an organisation develops its internal capacity to ensure long term sustainability. • Create a Sense of Purpose; • Have a Sense of Identity; • Align Beliefs and Values; • Develop Capability; • Foster Positive Behaviour. Without a clear sense of direction and purpose, organisations may well prosper in the short term by exploiting an idea or market, but will find it difficult to grow or develop in the long term. Introduction In order to succeed in the long term, organisations need to continuously adapt and evolve. In particular they need to: The Management Standards Centre T: 020 7240 2826 E: management.standards@managers.org.uk W: www.management-standards.org