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When your analysis is complete , you are ready to define your objectives and
develop strategies to continue the process of organisational development.
Consultative Process
This technique is usually used when the development impacts on the staffing
arrangements for a smaller area, such as a unit or department and relies heavily
on the input and feedback from stakeholders impacted by the development and
those currently involved in the process.
In this process there are six steps;
1. Identification of the workplace Development: This includes Meaningful
Consultation where the manager invites staff members comments and
feedback on the draft change proposal. When staffs constructive feedback is
received, the manager should be sent to those overseeing the charge and a
adjusted draft change proposal should be made.
2. Preparing the draft development proposal: here, the options are prepared and
the contents of the draft development proposal agreed this should include: the
background and reasons for the workplace development, Existing structure of
the unit or department, proposed structure of the unit or department, impact on
staff members, development and planning for the development and
implementation of the development
3. Communication with staff members : the draft development proposal is
communicated to staff a working party is formed and meeting with staff
members conducted to discuss the draft development proposal
Communication is the most important aspect of the development process for
staff. They must clearly understand the rationale for development. To ensure all
staff receive the communication, meet with staff in some form of face-to-face
contact and then follow this up in writing or by email.
The methods for communicating face-to-face may include any of the following
dependent on the size of the department and development proposed. Some
options include:, staff forums, straff planning day, discussion paper,
Communication through emails and Working parties
4.The final development proposal is prepared: once the staff members have benn
consulted and been given the opportunity to provide feedback of the draft
development proposal, the department must make a decision on whether to go
ahead with the development proposal.These decisions must be made with
consideration to outcomes of the consultation process and also the aims of the
development process. It is important at this stage to discuss ypur plans with the
development Sponsor,as there may be impacts on staffing.
5.The development proposal is implemented:Staff must be informed of the
decisions taken from the development proposal,what effect these decisions will
have on the workplace,and details of yhe implementation plan.
6.The development process is Reviwed: if continuous improvement is sought, the
reviews are mandatory. Staff feedback and effect on the operations of the area
Job Redesign
Job redesign is used to improve organisational effectivess,problem solving,and
the ability of an organisation to cope with a continually changing environment.It
is said that a well redesigned job has an effect on:
Sensitivity Training
This technique was very popular in the late 1960s. It was used to enable
members of a diversified workforce to work together more productively by
learning to relate to ech other through understanding the values and differences
of other groups. They request that participants put themselves in the shoes of
the other in the hope that the learning will allow the growth of better
relationships. This training may be focused on specific issues such as gender,
multicultural or disability sensitivity.
System Redesign
System redesign is used when an organisation wants to better and more
efficienyly meet customer needs without loss of quality or productivity. This often
requires the redesign of system and the external environment to provide product
or services that are high quality, effective, safe, customer-centred, timely,
efficient and equitable.
Systems are often very complex and experience dynamic changes in their
environment and interactions among internal systems. The internal systems
include people, physical settings, technologies and the organisation.
Q1c) Identify the required roles in the plan and how you will confirm their
commitment
The addition or removal of major unit or the way it performs its processes
Changes to the organisations strategic plan
Workforce changes brought about by factors outside the organisations direct
control
Organisations go through cycles during their development. Each of these
changes will impact and require development to ensure better, more effective,
implementation and less loss of customers and skilled staff. The leaders and
managers are at the forefront of such changes.it is they who must deliver the
communication and implement the plans. Often, this is all given to resistant staff
by reluctant leaders.
To effectively implement an organisational development program there must be
specific people linked to defined roles.
Initiator
The development will be in response to something. In the case of business this
may be a loss of a leader, an economic crisis, massive drop in sales, or any other
impact that makes things difrent.It does not have to be a negative influencethe awarding of a huge government contract, for example, may mean that
resources from people right through to supply and delivery may need to be
changed.
Anyone within the organisation may suggest the development and become the
Initiator, but this will usually come from the Board or chief Executive. This person
may also become the development agent.
Development Agent
Once is agreed development is required, someone has to oversee the process.
This is essentially a project and the development agent effectively becomes the
project manager.
Champion for the development
The role of champion for organisational development is to sustain and maintain
the exciment and enthusiasm about the organisational development.
Sponsor of development
Communication plan
Routine communication is where you will discuss how day-to-day communication,
updating status of tasks, issues and conduct of meetings will occur.
Budget communication is where you will keep the relevant stakeholders
informed about the budget of the program versus the actual cost.
Risk and communication is where things that go unexpectedly wrong are
discussed. Who needs to be informed? When? Where? How?
Summary of objectives and keys to communication is where you list a
summary of how your plan meets the objectives and key points of the
communication plan.
Q2. Consult with Relevant Groups and Individuals to Profile the Organisations
Culture and Readiness for Organisational Development
Who Should Be Consulted?
A Management committee would be appointed by the Board or Chief Executive
and they be charged with selecting the most appropriate individuals to be
involved in the process. Typically, it will involve:
Care must be taken to select only a few strategies and to choose those which are
most likely to improve performance.
Commonly, the areas requiring strategies for staff for are redundancies, new
staff requirements and recruitment, training and development, deployment,
succession, performance asseesment, management and retention.
Infrastructure will often need reviews and developments in the classification or
hierarchical levels,salaries,incentive programs,rules, and policies and
procedures.legislative changes can also have a great impact here.
The design of the organisation will change as the organisation changes size
---expansion or contraction will all require reorganistaion and impact on work
process design.
Cultural development may be required if there was a values or diversity issue a
previous organisational development, or employee engagement issue .An
engaged employee refers to the commitment of the individual to their
organisation.the engaged employee is fully involved in and enthusiastic about,
their work and understands how their work fits to achieve their organisations
interests.
And finally, rist management may be required,which could include any
contingency reponse to a critical incident,workplace violence,safelty,employee
health and wellness,and employment litigation.again, changes in legislation will
force changes here.
Strategy Clusters
As started earlier, strategies should be few and address the most criticak
issues.Clustering is another method of keeping the goals and objectives clear,but
include or cluster the interrelated strategies around a more complex
problem.obviously this is preferable to developing a single strategy that only
addresses part of the issue.
An example might be:
Issue: expected chorionic staff shortages this winter due to new flu strain.
Goal; reduce the impact of anticipated staff reductions.
Objectives: provide flu vaccinations free of charge to staff and families
Provide more multi skill training
In this example,both the goals of keeping production levels normal during a
period of staff shortage and an opportunity to up skill staff is achieved.the areas
of production and human resources have been addressed and included.
Action plans:action plans were discussed earlies and address the step that must
be taken to achieve the goal.they will usually include who is responsible,clealy
define what must be accomplished in each step, and establish a timeline for
completion.an example of an action plan template can be wiewed in element 1.
Again,consultaion with stakeholders must be undertaken at the completion of the
step to ensure acceptance.
Q3) Undertake interventions in accordance with the organisation development
plan
When learning is required, a development agent may introduce interventions as
part of an improvement program. Interventions are the primary learning
processes used during the implementation stage of an organisational
development. Structured activities may include but not limited to:
Action research: This is where individuals work with others in teams to improve
the way they address issues and solve problems.
Brainstorming: this is a group problem-solving technique in which members
spontanesouly share ideas and solutions.
Career planning: this is a combination of structured planning and the active
management choice of ones own professional career.
Inter-group team building: working with more than one team to enhance
understanding and working together through building respect, trust and
confidence in each other.
Job redesign: This is the deliberate, purposal planning of the job including all its
structural and social aspects and their effect on the employee.
Quality circles: a group of employees who perform similar duties and meet at
periodic intervals often with manager.
Sensitivity training: this is traning designed to make people aware of the group
dynamics and their own behaviour.
Succession planning: This is a process whereby an organisation ensures that
employees are recruited and developed to each key role within company.
Surveys: detailed study of an area to gather data on attitudes, impressions,
opinions etc. by polling a section of the population.
Team building: it refers to a wide range of activities, usually in a business context
for improving team performance.
Training: the term training refers to the acquisition of knowledge, skills and
competencies as a result of the teaching of the vocational or practical skills and
knowledge that relate to specific useful competencies
Transition analysis: this is an investigation of the component parts of the
development and their relations in making up the whole.
Q3a)
It will take training and development activities to teach employees the skill to
work with others to reach workable decisions. Good Managers in organisation
that encourage consultation build optimal teams. These teams function with very
little intervention. It is a sensible balance of consultation and firmness that
achieves the best result. The elements or choices are:
Reward versus Punishment
Pleasure versus Pain
Opportunity versus Threat
Encouragement versus Coercion
Team Development
Teams are composed of a number of different personalities, ambitions, work
ethics and abilities. Different people bring together different elements. The best
team cultures develop where team members recognise that everyone else also
has important contributions.
In some cases, specific training may be required to up-skill staff for new positions
and responsibilities. This might be useful for newly formed teams if diversity is
an issue. Other soft skill training may also be useful. This could include team
building, problem solving, communication aor many others required. Hard skills
are another type of need that may require formal traning and qualifications.
Rewards systems are another way to promote team participation. Formal rewards
are usually focused on achievement of major or key goals such as bonuses paid
for early completion. Secondary reward systems are often at the discretion of
the manager and can be used in several ways:
The perspectives or mental views of the entire group are considered and
taken into account and the proposals address the concerns of all as much
as possible
Relationship building through the use of collaborative techniques rather
than competition. Rivalry and resentment is minimised between
perceieved winners and losers
Improved implementation of decisions because there is agreement and all
stakeholders have contributed to that agreement reducing the risk of
sabotage by unhappy losers.
Q3c) Facilitate groups to articulate problems and to propose means for resolving
the problems
Helping groups to state problems and find solutions
A facilitator helps others move forward, in this instance it is the individual who
assists the groups to define problems and find ways to resolve those problems.
They should be able to think laterally and strategise rather than be experts on
the actual tasks of the team.
The facilitator is important to aid teams in learining how to effectively manage
problems in conjunction with others. The emphasis here is on gently guiding and
encouraging exploration. They teach process but let the actions be completed by
the team. They do not influence except in terms of the process.
Q4) in order to evaluate the development plan first step needs to be the defining
the appropriate adjustments. Analysing the strategic plan is essential to begin
the development plan and followed by the determining the roles in the
organisation. Defining the problems and finding solutions with collecting data.
Additionally management techniques are the keys to lead the organisation and
keep the work environment satisfied.