Upload
khaneducation
View
233
Download
5
Tags:
Embed Size (px)
Citation preview
TO MAKE THINGS HAPPEN
AN OD INTERVENTION
WHY? DEMOTIVATED WORKFORCE CAN
SEVERLY HAMPER GROWTH. UNCLEAR STRUCTURE WILL HAMPER
ROLE CLARITY OF WORKFORCE. INEFFECTIVE PROCESSES WILL BE
TAXING ON THE EMPLOYEES AND THE CUSTOMER.
DIFFUSED VISION AND UNCLEAR STRATEGYWILL LEAD TO CONFUSION AMONG PEOPLE.
WHY?
BECAUSE PEOPLE CAN MAKE OR BREAK AN ORGANISATION...
...EMPLOYEES WITH PASSION WILL TIDE THEIR ORGANISATION
THROUGH BAD TIMES…..
ORGANISATIONAL DIAGNOSIS PERSPECTIVES
CULTURE
TRANSFORMATIONAL FACTORS
EXTERNAL ENVIRONMENT LEADERSHIP MISSION & STRATEGY ORGANISATION CULTURE INDIVIDUAL & ORGANISATIONAL
PERFORMANCE.
TRANSACTIONAL FACTORS
MANAGEMENT PRACTICES STRUCTURE SYSTEMS WORK UNIT CLIMATE TASK REQUIREMENTS & INDIVIDUAL
SKILLS / ABILITIES MOTIVATION INDIVIDUAL & ORGANISATIONAL
PERFORMANCE.
LEADERSHIP VISION IMAGE POWER INNOVATION STYLE RISK TAKING
STRUCTURE ROLES RELATIONSHIPS
PROCESS PLANNING OPERATIONS CONTROL COMMUNICATION AUTOMATION EDUCATION ALLOCATION REWARDS
WORKFORCE VALUES / ETHICS SKILLS / COMPETENCIES KNOWLEDGE MOTIVATION COMMITMENT
EMPLOYEES TODAY VALUE ...
INDEPENDENCE JOB SATISFACTION FLEXIBILITY OPPORTUNITIES FOR
ADVANCEMENT OPPORTUNITY TO INNOVATE.
CUSTOMERS TODAY VALUE ...
SUPERIOR QUALITY WHAT HE WANTS - NOT WHAT THE
COMPANY WANTS TO SELL. SERVICE FLEXIBILITY
VITAL SIGNALS
POWER Do employees believe they can affect
organization.Do they believe they have the power to make things happen?
IDENTITY Do individuals identify narrowly with their function
or they identify with the organisation as a whole? CONFLICT
How do members of the organisation handle conflict?
LEARNING How does the organisation learn? How does it
deal with new ideas.
INTERVENTIONS INCORPORATING EMPLOYEES - fully into
the process of dealing with business challenges.
LEADING FROM A DIFFERENT MINDSET - so as to sharpen and maintain employee involvement and constructive stress.
INSTILLING MENTAL DISCIPLINES - that will make people behave differently and help them sustain their new behaviour.
ACTION PLAN
A RECIPE FOR CHANGE
ACTION PLAN - STRATEGY BUSINESS PLANNING / GOAL SETTING /
TACTICAL STEPS. FOCUS ON BUILDING CORE BUSINESS
CAPABILITY. LEAN & FOCUSSED COMMITMENT OF HUMAN /
PHYSICAL ASSETS. HIGH COMMITMENT OF RESOURCES -
INFORMATION & COMMUNICATION. REVIEW MECHANISMS. PERIODIC FEEDBACK & CORRECTIVE
INTERVENTIONS. TRANSFER / SHARE CRITICAL LEARNING
EXPERIENCES
ACTION PLAN - SYSTEMIC
STRUCTURE FLAT STRUCTURES HIERARCHIES DEMYSTIFIED COMMUNICATION CHANNELS - ALL
DIRECTIONS GREATER ROLES AND
RESPONSIBILITIES.
ACTION PLAN - SYSTEMIC
PROCESSES INFLUENCING RESOURCE MARKETS
THROUGH INFORMATION ABOUT THE GROUP.
INFLUENCING PRODUCT MARKET THROUGH CUSTOMER AWARENESS.
MANAGEMENT STYLE AND CULTURE. ORGANISATIONAL LEARNING.
ACTION PLAN - PEOPLE MORALE / MOTIVATION UNCERTAINTY MANAGEMENT
Communication Participation
STRESS MANAGEMENT Job Design / Role Clarity Career Development
CONFLICT MANAGEMENT Peaceful Co-existence Problem Solving Compromise
MORALE BUILDING STRATEGIES
CELEBRATIONS ON MILESTONESACHIEVEMENTS GALLERYOPEN FORUMS - VENT FOR
FEELINGSFRIENDLY & TRUSTFUL CULTUREMAINTAIN DIGNITY TO THE
INDIVIDUALPRAISE IN PUBLIC
MOTIVATION STRATEGIES
BE A PART OF THE PROCEEDINGS.FLEXIBLE WORK ENVIRONMENTGOOD JOB CONTENT - LOT OF
FREEDOMJOB ROTATION / CAREER PLANNINGRECOGNITION SCHEMESCROSS FUNCTIONAL EXPOSURE
MOTIVATION STRATEGIES
TASK FORCE - FOR SPECIAL ASSIGNMENTS
TOP MANAGEMENT PARTICIPATION - HANDS ON.
ENCOURAGE SOLUTIONS FROM THE RANKS
CULTURE TO FOSTER A PASSION TO WORK
COMMUNICATION STRATEGIES
ANNOUNCEMENTS NEWSLETTER TRAINING PROGRAMS
THEME PROGRAMS CULTURE BUILDING EXERCISE VISION & VALUES EXERCISE
COMMUNIQUES / SEMINARS GOALS / VALUES / VISION - TO BE
EMPHASISED ON ALL FORUMS.
COMMUNICATION STRATEGIES
FUTURE STRATEGY SHOULD BE COMMUNICATED DOWN THE LINE.
OPEN HOUSE SESSIONS ENCOURAGE EMPLOYEE
SOCIALIZATION ORGANISATIONAL LEARNING
EXPERIENCES.
TRAINING STRATEGIES
MODULE 1 : SOCIALISATION & INDUCTION
GET TO KNOW THE ORGANISATION. SOIL HANDS AT THE GRASSROOT LEVEL. REINFORCEMENT OF VISION & VALUES.
MODULE 2 : BASIC KNOWLEDGE & SKILLS
TRAINING RELEVANT TO AN INDIVIDUALS RESPONSIBILITIES.
IMPROVES KNOWLEDGE & SKILLS. INPUTS IN ACHIEVEMENT & AFFILIATION
TRAINING.
TRAINING STRATEGIES
MODULE 3 : CROSS FUNCTIONAL OVERVIEW
INPUTS ON INTERNAL & EXTERNAL ENVIRONMENT.
SIGNIFICANT AFFILIATION TRAINING.
MODULE 4 : OVERALL BUSINESS APPRECIATION
SPECIALIZATION IN PARENT FUNCTION. INPUTS ON POWER & LEADERSHIP
TRAINING.
TRAINING STRATEGIES
MODULE 5 : BUSINESS STRATEGY & ENVIRONMENT.
TRAINING ON STRATEGY FORMULATION. LEADERSHIP & POWER MANAGEMENT.
RELEVANT PROCESS INTERVENTION AS APPROPRIATE TO THE ORGANISATION SHOULD BE PROVIDED FROM TIME TO TIME.
STRESS MANAGEMENT
JOB DESIGN / ROLE CLARITY Reducing the scope for placing people
under stress and clarifying roles.
CAREER DEVELOPMENT Placing people in jobs with which they can
cope and advance their careers in accordance with their capabilities.
CONFLICT MANAGEMENT PEACEFUL CO-EXISTENCE
Encouragement to work with one another. Maximum exchange of views & information. May not be practicable all the time.
PROBLEM SOLVING Joint development of solutions. Sharing responsibility for achievement. Arises need to find a genuine solution to a
problem. COMPROMISE
Splitting the difference by negotiations. Assumption that there is no right or best
answer.
CULTURE STRATEGIES
BUILD AN INTRICATE UNDERSTANDING OF THE BUSINESS
ENCOURAGE UNCOMPROMISING STRAIGHT TALK.
MANAGE FROM THE FUTURE. HARNESS SETBACK - RECONTEXTUALIZE
FAILURE. PROMOTE INVENTIVE ACCOUNTABILITY -
RESPOND TO UNREASONABLE CUSTOMER REQUESTS
UNDERSTAND THE QUID PRO QUO. CREATE RELENTLESS DISCOMFORT FOR
THE STATUS QUO.- SURPASS BENCHMARKS.
LEADERSHIP ROLES TASK / VISION - Achieve the task / vision with
the group. GROUP MAINTENANCE - Hold the group
together. Build up team spirit and morale. IMAGE BUILDING -Build up a strong image of
the institution. SITUATIONAL LEADERSHIP - Follow the
situational leadership role of : Tell / Sell / Consult / Join / Delegate.
POWER MANAGEMENT - Diffuse Power Centres
MECHANISMS FOR ABSORBING HUMAN IMPACT EARLY IDENTIFICATION OF …
JOBS / PROCESSES LIKELY TO UNDERGO A CHANGE.
COMPETENCIES LIKELY TO BECOME OBSOLETE.
NEW COMPETENCIES NEEDED. RETRAINING. REDEPLOYMENT TO SUBSTITUTE HIRING
WHEREVER POSSIBLE. EXIT OPTIONS.
CREATING A WELCOME CLIMATE FOR THE CHANGE INFORMAL COMMUNICATION
PROCESS THROUGHOUT. LEAD BY EXAMPLE PERIODIC FORUMS FOR
CONSULTATION WITH ORGANISATIONAL MEMBERS
TOP MANAGEMENT TO KEEP TALKING ABOUT THE FUTURE.
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
Valuing People, Not AssetsLoosening Steering and ControlOrganizing for LearningShaping the Human Community
VALUING PEOPLE, NOT ASSETS
Assets and profits - are like oxygen necessary for life but not the purpose of life “Stora” was in the copper business in order
to exist; it did not exist to be in copper
LOOSENING STEERING AND CONTROL The organisation must give people the
space to develop ideas Freedom from
Control Direction Punishment for failure Taking risks with people
• e.g. rose buds
ORGANISING FOR LEARNING
How to learn The members of the species should move
around in flocks or herds and not individually
Some must have potential to invent new behaviours - new skills
Must have established process for transfer of learning to the entire communityShell spends about $ 2,400 per employee
LIVING COMPANY MEMBERS Are aware that they hold values in
common. whoever cannot live with the Company’s values cannot and should not be a member.
Essence of underlying contract is mutual trust.
Money is not considered a positive motivator.
Management becomes stewardship.
Living, Learning Companies stand a better chance of surviving and
evolving in a world they do not control