The document discusses various topics related to organization development and design including planned change, the work levels model, organizational learning, competencies at the organization level, reviewing organization structure, and the roles of organization development practitioners. It provides definitions of important terms and examines different approaches to organization structure, with the goal of helping organizations function effectively and adapt to changing needs.

1. Organization development and
organization design
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-6 Definitions
Contents 7-8
9-19
Planned change
The Work Levels Model
20-21 Key aspects of work
23-29 The reconfigurable organization
30-34 Organizational learning
35-38 The learning organization
39-42 Competence at the organization level
43-45 Ways of looking at organizations
46-55 Reviewing organization structure
56-59 Present and future talent needs
60-66 HR and organization development
67-73 Organization development practitioners
74-75 Organizational structure and job design
76-77 Types of organization design
78-82 Organization design principles and processes
83-90 Three design contexts
91-94 An organization design model
95-96 Trends in organization design
97-98 Looking forward
99-100 Conclusion and questions

3. Introduction
Page 3

4. Introduction to Toronto Training
and HR
• Toronto Training and HR is a specialist training and human
resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Definitions
Page 5

6. Definitions
Organization development
Organization design
Page 6

7. Planned change
Page 7

8. Planned change
Reasons for rapid change
Basic principles
Typical phases
Types of interventions
Established models
Movements
Page 8

9. The Work Levels model
Page 9

10. The Work Levels model 1 of 10
Accountability
Hierarchy
Role assignment
The golden rule
Page 10

11. The Work Levels model 2 of 10
LEVEL ONE
Routine, practical judgement
LEVEL TWO
Diagnostic judgement
LEVEL THREE
Systematic coordination
LEVEL FOUR
Strategic development
Page 11

12. The Work Levels model 3 of 10
LEVEL FIVE
Strategic direction
LEVEL SIX
Environmental screening
LEVEL SEVEN
Shaping context
Page 12

13. The Work Levels model 4 of 10
BENEFITS TO THE ORGANIZATION:
A robust, dynamic and flexible organization
structure
An externally focussed and responsive organization
Clear and effective channels of communication
Transparent process flows
Easy capability assessment
Page 13

14. The Work Levels model 5 of 10
BENEFITS TO THE ORGANIZATION:
Effective potential assessment, career
development and succession
A performance-driven culture
Significant cost efficiencies and enhanced overall
business performance
Page 14

15. The Work Levels model 6 of 10
APPLICATION OF WORK LEVELS:
manage and enhance the performance of role
holders against clear accountabilities and
role demands
Page 15

16. The Work Levels model 7 of 10
APPLICATION OF WORK LEVELS:
intervene effectively to ensure that individuals are
developing the competencies and skills they need
to discharge their accountabilities at different
levels of work
recruit and select individuals against level-based
role accountabilities and demands
Page 16

17. The Work Levels model 8 of 10
APPLICATION OF WORK LEVELS:
assess the potential of individuals against the
competencies required to operate at different
levels of work
manage people’s careers to ensure they realise
their full potential and ensure appropriate
succession to key roles in the hierarchy
Page 17

18. The Work Levels model 9 of 10
APPLICATION OF WORK LEVELS:
ensure that rewards reflect contribution to the
organization, in terms of accountabilities and
complexity
Page 18

19. The Work Levels model 10 of 10
APPLICATION OF WORK LEVELS:
shape and manage a performance-orientated
organization culture, which encourages and
enables people at all levels to contribute effectively
to the achievement of organizational
objectives
Page 19

20. Key aspects of work
Page 20

21. Key aspects of work 1 of 2
Time-span of discretion
The nature of work
Resource complexity
Problem-solving
Discretionary authority
Page 21

22. Key aspects of work 2 of 2
JOB DIMENSIONS AND THEIR EFFECTS
Skill variety
Task identity
Task significance
Autonomy
Feedback
Page 22

23. The reconfigurable
organization
Page 23

24. The reconfigurable organization
1 of 6
Teams and networks that cross organizational
departments
Use of internal prices, markets and market-like
devices to coordinate the activity of multiple
teams
Forming partnerships for the capabilities the
organization does not have
Page 24

25. The reconfigurable organization
2 of 6
SELF-MANAGED WORK TEAMS:
Minimal rules
Variance control
Multi-skills
Boundary location
Information flow
Page 25

26. The reconfigurable organization
3 of 6
BENEFITS OF SELF-MANAGED WORK TEAMS:
Better decisions because there are multiple
sources of input and feedback, and the decisions
are made closer to the issue and by people who
have the greatest knowledge and ability to take
effective action
Page 26

27. The reconfigurable organization
4 of 6
BENEFITS OF SELF-MANAGED WORK TEAMS:
People in the organization feel accountable and
responsible for the success of the
enterprise
There is buy-in on decisions made by the team
People are better able to adjust to the rapidly
changing competitive and global environment
Page 27

28. The reconfigurable organization
5 of 6
BENEFITS OF SELF-MANAGED WORK TEAMS:
Cross training and building organizational depth is
easier
People are more flexible and respond faster to
customers
There is more opportunity for diversity in work and
leadership roles for team members
Page 28

29. The reconfigurable organization
6 of 6
BENEFITS OF SELF-MANAGED WORK TEAMS:
People are better suited for continuous
improvement
Peer feedback provides more opportunity for
growth
Page 29

30. Organizational learning
Page 30

31. Organizational learning 1 of 4
WAYS TO ADVANCE ORGANIZATIONAL LEARNING
Create a ―learning culture‖ where opportunities for
formal and informal learning can occur among
employees up and down the organizational chart
Ensure personal development and development of
subordinates remains a key performance objective
for everyone
Page 31

32. Organizational learning 2 of 4
WAYS TO ADVANCE ORGANIZATIONAL LEARNING
Build learning opportunities into every post-project
evaluation
Create cross-disciplinary learning opportunities
Match the competencies needed for achieving
business objectives against the skill inventories of
incumbents; source internal or external subject
matter experts to fill the gaps
Page 32

33. Organizational learning 3 of 4
WAYS TO ADVANCE ORGANIZATIONAL LEARNING
Keep the development and advancement of
subordinates a meaningful metric for the
assessment of leaders
Maintain close ties between hiring managers and
recruitment professionals; in cases when core
competencies are in short supply in the labor pool,
internal training programs might make sense
Page 33

34. Organizational learning 4 of 4
WAYS TO ADVANCE ORGANIZATIONAL LEARNING
Monitor performance appraisal tools for trends in
employee development needs
Consider the value of knowledge management
programs
Page 34

35. The learning organization
Page 35

36. The learning organization 1 of 3
A learning approach to strategy
Participative policy-making with consultation and
participation by people from all parts of the
organization
Open information systems
Formative accounting and control
Page 36

37. The learning organization 2 of 3
Internal exchange of ideas and information
Flexibility of rewards so that people can work to
their own best way
Structures that make individual contributions
possible
Page 37

38. The learning organization 3 of 3
Capacity for boundary workers to act as boundary
scanners
Inter-worker learning
A learning climate for all
Self-development opportunities for all
Page 38

39. Competence at the
organization level
Page 39

40. Competence at the organization
level 1 of 3
Definition
Attracting the human resources adequate to the
organization activity from the labour market
Its use according to the existing technical and
technological requirements, as well as a discipline
required by the specific services
The involvement and innovation according to the
requirements of the created product’s consumer
Page 40

41. Competence at the organization
level 2 of 3
TYPES OF COMPETENCE
Behavioural competence
Technical competence
Concept of ability
Page 41

42. Competence at the organization
level 3 of 3
CORRELATED PROCESSES
Schooling and professional orientation is essential
to ensure the individual competence of employees
of an organization and attain performance
Detection of specific natural characteristics and
appropriate orientation of young people is the role
of the educational and vocational orientation
system
Knowledge management
Roles and jobs
Page 42

43. Ways of looking at
organizations
Page 43

44. Ways of looking at organizations
1 of 2
Organizations as machines
Organizations as organisms
Organizations as cultures
Organizations as political systems
Organizations as brains
Organizations as psychic prisons
Organizations as instruments of domination
Page 44

45. Ways of looking at organizations
2 of 2
ORGANIZATIONAL PRINCIPLES
Exclusive organizational principles
Inclusive organizational principles
Page 45

46. Reviewing organization
structure
Page 46

47. Reviewing organization
structure 1 of 9
Page 47

48. Reviewing organization
structure 2 of 9
Once the goals and strat-egy are deter-mined;
cur-rent func-tions, work processes and
inter-con-nected activ-i-ties need to be iden-ti-fied
and assessed:
Page 48

49. Reviewing organization
structure 3 of 9
What is it that you do?
What are the major func-tions of your business?
Do the cur-rent work units and report-ing
rela-tion-ships sup-port the strate-gic plan?
Page 49

50. Reviewing organization
structure 4 of 9
An in-depth under-stand-ing of cur-rent processes
is vital to under-stand-ing what needs to be
changed-now that you have assessed func-tions
and work processes, the orga-ni-za-tional
struc-ture com-po-nent needs to be addressed:
Page 50

51. Reviewing organization
structure 5 of 9
Do we need to add a new work unit?
Should we com-bine por-tions of work units?
Page 51

52. Reviewing organization
structure 6 of 9
How many lev-els of man-age-ment are required
to meet the strate-gic plan?
Would a Matrix Design be more effec-tive in
reach-ing our goals?
Page 52

53. Reviewing organization
structure 7 of 9
MORE FACTORS TO CONSIDER:
The actual work sys-tems need to be
acknowl-edged
What is the busi-ness plan for each unit?
Who is mon-i-tor-ing the work?
How are resource allo-ca-tion and tech-nol-ogy
imple-mented?
How do the sup-port func-tions contribute?
Page 53

54. Reviewing organization
structure 8 of 9
Integrate peo-ple, pro-fes-sions, and skills:
Will we hire a new man-ager from out-side or
pro-mote from within?
Do the exist-ing employ-ees have the skills
required to ful-fill new respon-si-bil-i-ties as a
result of required changes?
Page 54

55. Reviewing organization
structure 9 of 9
Finally, a major fac-tor that needs to be
con-sid-ered is the cul-ture of the orga-ni-za-tion,
as orga-ni-za-tional cul-ture is a key dri-ver for
suc-cess in orga-ni-za-tional change
A paper exer-cise will not help if employ-ees are
not will-ing to accept the new way of operating
Page 55

56. Present and future talent
needs
Page 56

57. Present and future talent needs
1 of 3
Career management
Career development
Page 57

58. Present and future talent needs
2 of 3
TALENT MANAGEMENT OBJECTIVES
Identify business essentials
Develop existing people
Build bench strength
Page 58

59. Present and future talent needs
3 of 3
INTEGRATED TALENT MANAGEMENT
Measurement of organizational and individual
capability gaps
Alignment of strategy, organization design, and
people
Deployment of talent
Expansion of organizational and individual
capabilities
Page 59

60. HR and organization
development
Page 60

61. HR and organization
development 1 of 6
THE HR DOMAIN
Is talent discussed at the strategy table?
Are we attracting and retaining top talent?
Are our best leaders in the most critical jobs?
Do we have retention plans for key executives and
positions?
Page 61

62. HR and organization
development 2 of 6
THE HR DOMAIN
Who can we not live without? What could have
been done to keep the top talent we lost?
Are there situations where high potentials are
being blocked in their advancement?
Why do people join our company? Stay? Leave?
Page 62

63. HR and organization
development 3 of 6
THE HR DOMAIN
Do we have plans in place to increase or sustain
employee productivity, development, and
retention? Are the plans working?
Page 63

64. HR and organization
development 4 of 6
THE ORGANIZATION DEVELOPMENT DOMAIN
Is talent discussed at the strategy table?
Do our corporate values reflect talent as a priority?
What is our culture? Does it fit with what we say it
is?
Page 64

65. HR and organization
development 5 of 6
THE ORGANIZATION DEVELOPMENT DOMAIN
Do standards exist that describe the skills,
behaviours, and attributes of an exceptional
leader?
Does the organization design support the strategy?
Succession depth, do we have multiple backups for
critical positions? Will we have the talent we’ll
need for success in 2 years? 5 years? 10 years?
Page 65

66. HR and organization
development 6 of 6
THE ORGANIZATION DEVELOPMENT DOMAIN
Which talent segments add the most value?
Are we good at workforce planning? How can we
improve?
Do we have a plan to increase employee
engagement? Is the plan working?
Page 66

67. Organization development
practitioners
Page 67

68. Organization development
practitioners 1 of 6
Understanding social systems, drawing on theories
and ideas from the social sciences, including
psychology, social psychology, sociology,
anthropology, political science, and others,
consistent with organization development values
Page 68

69. Organization development
practitioners 2 of 6
Understanding the hows and whys of change,
including the bodies of knowledge that help
explain how all levels of the system—individual,
group, organizational, community, and even
societies change
Page 69

70. Organization development
practitioners 3 of 6
Understanding the role of the third party change
agent, especially aiding the person in charge as
well as the system itself to bring about the desired
changes, requiring an understanding of the issues,
politics, psychological processes related to being a
third party in a change process
Page 70

71. Organization development
practitioners 4 of 6
SKILLS
Start with process
Gathering and assessing data
Feedback and decision
Form your plan
Intervene
Evaluate
Page 71

72. Organization development
practitioners 5 of 6
WHAT DO THEY DO?
Establishing relationships with key personnel in the
organization (often called "entering" and
"contracting" with the organization)
Researching and evaluating systems in the
organization to understand dysfunctions and/or
goals of the systems in the organization
("diagnosing" the systems in the organization)
Page 72

73. Organization development
practitioners 6 of 6
WHAT DO THEY DO?
Identifying approaches (or "interventions") to
improve effectiveness of the organization and its
people
Applying approaches to improve effectiveness
(methods of "planned change" in the organization)
Evaluating the ongoing effectiveness of the
approaches and their results
Page 73

74. Organizational structure
and job design
Page 74

75. Organizational structure and job
design
Types of structures
Job design
Job descriptions
Global organizational development
Page 75

76. Types of organization
design
Page 76

77. Types of organization design
Divi-sion of Labour (depart-men-tal-iza-tion and/or
spe-cial-iza-tion)
Depart-men-tal-iza-tion (func-tional, pur-pose
and/or location-based)
Coor-di-na-tion and Con-trol (chain of com-mand,
span of con-trol)
Author-ity and Respon-si-bil-ity
Line activ-i-ties ver-sus Staff activ-i-ties
Job design
Page 77

78. Organization design
principles and processes
Page 78

79. Organization design principles
and processes 1 of 4
Compatibility
Minimal critical specifications
Variance control at source
Boundary location enabling self-regulation
Information flows first to primary task holder
Authority and resources match whole task
accountability
Multifunctional teams
Page 79

80. Organization design principles
and processes 2 of 4
Congruent support systems
Ongoing redesign
Quality of working life
Participative and democratic
Stakeholder and strength-centred
Joint optimization and innovation
Page 80

81. Organization design principles
and processes 3 of 4
Build the senior leadership team
Design the organizational strategy
Determine the structure needed to implement the
strategy
Design the working relationships between
functions
Ensure people are in the right roles for now and in
the future
Page 81

82. Organization design principles
and processes 4 of 4
Manage performance; ensure that managers are
skilled at managerial leadership
Strengthen the role of managers who are
responsible for managing other managers
Build the compensation system
Page 82

83. Three design contexts
Page 83

84. Three design contexts 1 of 7
1. Hierarchically-integrated, decentralized
Organization – multiple sub-units/teams within a
business unit bound by shared resources
2. Value Realization Network – multiple entities
within an environment bound by shared outcomes
3. Social Eco-system – multiple entities within an
environment bound by shared will for issue
resolution
Page 84

85. Three design contexts 2 of 7
Hierarchically-integrated, decentralized
Organization
Page 85

86. Three design contexts 3 of 7
Hierarchically-integrated, decentralized
Organization
Page 6

87. Three design contexts 4 of 7
Value Realization Network
Page 87

88. Three design contexts 5 of 7
Value Realization Network
Page 88

89. Three design contexts 6 of 7
Social Eco-system
Page 6

90. Three design contexts 7 of 7
Social Eco-system
Page 90

91. An organization design
model
Page 91

92. An organization design model
1 of 3
Align organizations with their outside
circumstances by quickly aligning structural
components (managerial strategy) with the outside
environment (contextual variables)
Page 92

93. An organization design model
2 of 3
CONTEXTUAL VARIABLES
Environment
Technology
Competitive Strategy
Organizational size
Nature of workforce
Page 93

94. An organization design model
3 of 3
TYPICAL STRUCTURAL FORMS
geography
customer segment
product or line of business
process
Page 94

95. Trends in organization
design
Page 95

96. Trends in organization design
Downsizing
Nature of organizational changes
Multidimensionality
Networking
Lateral integration
Customer orientation
Process orientation
Knowledge distribution
Page 96

97. Looking forward
Page 97

98. Looking forward
More access for leaders and managers
More complete business training
More focus on 20% that makes 80%
More focus on small organizations
More focus on community development
More integration with other professions
More on-line diagnosis and intervention
More practical systems tools
Fewer myths, e.g. ―Credible if:‖
Page 98

99. Conclusion & Questions
Page 99

100. Conclusion
Summary
Videos
Questions
Page 100